In a world where speed is valued, we all waste a lot of time and resources with two unconscious patterns: Chasing opportunity and avoiding important conversations. This article is about two mindsets that increase speed and efficiency.

Back in the good old days, if you were in a position of authority, you could just announce what needed to be done and assume it would be carried out. But times have changed.

When you look at standards like IATF 16949 or ISO 9001, the requirements boil down to two essential elements: improving customer satisfaction and reducing risk.

One of my favorite quotes comes from George Bernard Shaw, who said that all change in life originates from unreasonable people.

In an outbreak that has now run for more than 28 months, at least 279 people across 41 states have fallen ill with multidrug-resistant Salmonella infections linked to raw turke

Knowledge of kaizen theory, principles, tools, and experience in application are of course very important in leading successful kaizen events that drive real bottom-line results.

Boeing has been rife with issues lately. While the recent Ethiopian Airlines crash has dominated headlines and elicited an FBI investigation into the company, another federal body has stated it will be keeping a closer eye on Boeing’s safety shortfalls.

It’s human nature to resist change, and the life sciences industry is not exempt from a change-averse mindset.

Established businesses rely on so-called best practices to retain their market share by limiting risk, but what happens when an established practice isn’t actually the best way to solve a problem?