In recent months, we’ve learned that manufacturing during a global health crisis puts organizations under immense pressure to maintain operational efficiency while upholding product quality and employee safety.

Risk can mean many different things depending on the situation. Flying on an airplane, biking on a busy road, driving in a car—all of these involve some level of risk.

A novelty in the C-suite not so long ago, the chief sustainability officer (CSO) is fast becoming a fixture in companies of note as climate change and inequality increasingly dominate global attention.

It’s been 40 years since “If Japan Can, Why Can’t We?”, W. Edwards Deming, and total quality management.

In the intro to this series we noted that, too often, quality tools and the data we glean from them are used only to solve immediate, mostly shop-floor problems.

After more than 50 years as a quality control engineer and having worked with more than 700 companies, it is my observation that the vast majority of quality professionals hold their prime directive to be reducing defects to the lowest acceptable level by minimizing

In my synthetic chemistry lab, we have worked out how to convert the red pigment in common bricks into a plastic that conducts electricity, and this process enabled us to turn bricks into electricity storage devices.

In recent months, the widespread lockdowns of Covid-19 have exposed global supply chains to unprecedented shifts and volatility in consumer behavior, impacting innumerable organizations, industries, and consumer goods.

I recently read a Recruiterbox article that stated: “Culture can either immunize or infect a company. Good culture can revitalize and motivate.

Arguing against globalization is like arguing against the laws of gravity, said former United Nations