As Malcolm Gladwell and other business writers have found, it is entirely possible to write a compelling article around a rather obvious point, and still hold the reader’s attention.

The first message sent by Morse code’s dots and dashes across a long distance traveled from Washington, D.C. to Baltimore on Friday, May 24, 1844—175 years ago.

In everyday language, “in control” and “under control” are synonymous with “in specification.” Requirements have been met. Things are OK. No trouble.

‘Why are our changeovers taking so long?”

CEOs are stepping forward to confront public policy issues that often extend beyond their core business, in part at the urging of their employees, write Caroline Kaeb and David Scheffer in this opinion piece.

(Productivity Press: New York) -- Since the 1980s, lean and Six Sigma have been used independently to make existing processes better, faster, and more cost effective. For almost 20 years, countless companies have embraced the power of blending the two process improvement methodologies.

It takes more than a flashy website and clever promotional emails to compete in the manufacturing marketing arena. Chances are, your larger competitors are pitching similar products and services to the same client base.

Are you lazy? Do you think most people are basically lazy? Do you enjoy being disengaged at work? Do you think millions of people worldwide enjoy being disengaged? Is that why we need to be prodded, bribed, praised, and pushed into doing what we’re tasked to do?

During the early 1980s, GM, Ford, and Chrysler established the Automotive Industry Action Group (AIAG), a not-for-profit organization with the mission “To improve its members’ competitiveness through a cooperative effort of North American vehicle manufacturers and th