It has been a little more than two years since I last summarized the topics that are keeping CEOs up at night, either thinking about challenges their organizations face, or opportunities and innovations that should be explored.

Gathered inside a small shed in the midst of a peaceful meadow, my colleagues and I are about to flip the switch to start a seemingly mundane procedure: using a motor to shake a wooden board.

Short Run SPC, Part 1 and Part 2 showed how to use zed charts and difference charts to tr

Have you heard of a media company called T-Series? Chances are, you probably haven’t. Gulshan Kumar, whose résumé up to 1983 read, “Fruit juice seller, streets of New Delhi,” founded it that year.

During the last decade, product quality has become increasingly important to consumers.

‘I can handle when they talk back to me,” the HR director said. “But when they roll their eyes, it just gets under my skin.”

Understanding the causes of faults and defects, and then improving the system or process so it won’t happen again, is central to lean manufacturing.

It’s generally accepted that large organizations, for a host of structural and cultural reasons, are at a disadvantage when it comes to innovation. Less agreed upon is why their employees outside of R&D should care.

Legislative support is growing for the reimbursement of care delivery via telemedicine.

‘Lean” is such a convenient term; everyone uses it based on their own definition. People frequently use “lean” in place of “efficiency,” probably because it sounds more cool. Another round of cost cutting? Sure, let’s tell everyone we’re “going lean,” again.