When consumers are in the market for a vehicle, they no doubt consider quality as one of many buying factors. Yet quality is complex in itself, encompassing design, durability, reliability, and performance. It’s anything—and everything.

A company with a large customer base has a monthly practice of measuring its performance on quality and customer-related metrics. These are reviewed by the CEO and the rest of the senior management team.

Bruce Nevins is a serial entrepreneur across multiple industries, including beverages, lighting, and athletic apparel.

I’m presently working with a former auditee, now a friend, on a consultancy project, the aim of which is to establish a management system for a service provider.

Science television shows are the main reason we have cable TV in my house. We recently saw a show in which researchers recorded dolphin squeaks to determine whether their sounds are a real language.

I have seen organizational lean or lean Six Sigma job requirements stating that any level of certification from almost any institution is acceptable, at least according to the recruiter. But guess what?

Engineering and advanced manufacturing technology are critical to motor sports. The power to control part design and manufacture in-house has a direct affect on race day.

Within a process improvement or quality program, training activities are critical to building organizational capability and typically represent the highest expense category.  And yet the training process often receives little formal scrutiny.

Manufacturers love to hear the word “in control” when talking about processes.