Content By Quality Digest

William A. Levinson’s picture

By: William A. Levinson

The U.S. Military Academy’s Honor Code says that “A Cadet will not lie, cheat, steal, or tolerate those who do.” Lt. Gen. Darryl A. Williams, the USMA’s superintendent, elaborated, “The tenets of honorable living remain immutable, and the outcomes of our leader development system remain the same, to graduate Army officers that live honorably, lead honorably, and demonstrate excellence.”1 This is also a key takeaway from Col. Larry R. Donnithorne’s The West Point Way of Leadership (Currency 2009), which I have read and highly recommend. Ethics are equally important in industry as they are in the military.

A history of honor codes

Codes of ethics and honor are centuries old, and probably evolved from the fact that most people, including the upper social classes, were once illiterate. Many kings and dukes, not to mention knights, considered it beneath them to learn how to read and write, and left this work to clergymen, aka clerics. (“Cleric” is in fact the origin of the word “clerk.”) This, in turn, limited the availability of written and signed contracts, so people had to literally be able to take each other at their words.

Employees demand flexibility from employers

In the battle for talent in today's post-pandemic job market, the companies that give their employees the most flexibility with their work and schedules will be the winners. We talk to Russ Hill and Jared Jones, senior partners of Lone Rock Consulting and authors of "The Great Resignation." 

Walter Nowocin’s picture

By: Walter Nowocin

The National Institute of Standards and Technology (NIST) was directed by the federal government to define cloud computing to assist federal agencies in implementing cloud architectures.

In 2011, NIST published NIST SP 800-145—“The NIST Definition of Cloud Computing” and defined cloud computing as: “A model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. This cloud model is composed of five essential characteristics, three service models, and four deployment models.”1

There’s much to learn about the benefits that this business model can bring to organizations. Cloud computing will transform how you do business. This article explains the benefits of using a cloud architecture for calibration management software systems. The following benefits and topics will be discussed: work from anywhere, always on, reduced IT costs, scalability, automatic updates, reduced coordination costs, improved quality control, disaster recovery, environmental sustainability, increased competitiveness, stronger security, and compliance considerations.2

Quality Digest’s picture

By: Quality Digest

(InfinityQS: Fairfax, VA) -- InfinityQS International Inc. (InfinityQS), the global authority on data-driven enterprise quality, proudly announces it has been named a Top Software & Technology Provider by Food Logistics magazine for the 11th year in a row. Formerly known as the FL100+, the annual award list honors software and technology providers who ensure a safe, efficient, and reliable global cold food and beverage supply chain.

InfinityQS was recognized for its digital quality management solutions—Enact and ProFicient—that   help cold food and beverage manufacturers improve product quality, comply with food safety standards, reduce costs and waste, and make data-driven business decisions. Powered by Statistical Process Control (SPC), InfinityQS software centralize, standardize, and aggregate data from across all production lines and plants in an enterprise, delivering the visibility needed to monitor food quality and safety for the entire production cycle—from incoming ingredients to finished goods.

Maxim Wheatley’s picture

By: Maxim Wheatley

Three years’ worth of new graduates have entered the workforce entirely remote due to the changing atmosphere of the work world, and more companies than ever are fully remote. Millions of employees have experienced remote work for the first time and don’t plan to go back to brick-and-mortar offices. After Covid hit, it became clear that remote isn’t just a trend; it’s the future.

Although many of the world’s most forward-thinking organizations have adapted to remote, achieving excellence with that format requires more than just a Zoom license and permission to work from home. Remote success requires policies, benefits, leadership, and processes to be effective and inclusive. With or without the existence of Covid, these are transformative shifts that aren’t going away. Remote HR needs and development are now an asset to every company. It’s no longer enough to address remote effectiveness. In order for companies to thrive and grow, effective remote leadership from human resources departments is a mission-critical element of any competitive business.

Quality Digest’s picture

By: Quality Digest

(CAMECA: Madison, WI) -- CAMECA, a business unit of AMETEK Inc., and a world-leading supplier of microanalytical and metrology instrumentation for research and process control, is partnering with the University of Sydney on the acquisition of the latest atom probe tomography (APT) instrument—the Invizo 6000.

The Invizo 6000 introduces breakthrough technologies, which include a patented electrostatic design that enables simultaneous increased field of view and enhanced mass resolving power, a deep UV laser to promote enhanced ion emission, advanced dual-beam delivery optics which improve specimen symmetry, and a new extraction electrode design. These new features combine to provide increased data quality and analysis volumes, enhanced specimen yield, and dramatically expand the analytical capabilities of the APT method.

James Wells’s picture

By: James Wells

The ISO 9001 standard talks about the relationship between the company and the customer in a couple of places. First is management’s responsibility to make sure that customers’ needs are a top consideration, and that their requirements are met. Then that customer satisfaction is improving, and customer satisfaction data are analyzed.

Many books deal with improving customer satisfaction, and a few focus on loyalty. Loyalty is a topic unto itself because it’s significantly different from satisfaction and is inherently measurable through behaviors that customers exhibit. In many organizations these three topics are treated as separate entities that don’t connect with each other. Many companies have siloed customer requirements from customer satisfaction measurement, and many don’t even look at customer loyalty. However, these three things are innately related to each other. One cultural development has enabled a strong connection among the three: social media.

Gleb Tsipursky’s picture

By: Gleb Tsipursky

Are you worried that having hybrid and, especially, full-time remote employees will undermine employee on-the-job learning, integration into company culture, and intra- and inter-team collaboration? This issue recurrently came up with organizations that I guided in developing strategies for returning to the office and establishing permanent future work arrangements.

On the one hand, these leaders acknowledged the reality that the future of work is mainly hybrid, with some staff working remotely full-time. After all, surveys illustrate that 60 to 70 percent of employees want a hybrid post-pandemic schedule permanently, while 25 to 35 percent want a fully remote schedule. Further, 40 to 55 percent would be willing to quit if not given their preferred amount of work from home.

Automakers not prepared for pivot to EV

Hexagon Manufacturing Intelligence research shows that only 8 percent of automakers recognize current business models as too slow to meet incoming ICE bans. We talk with Keith Perrin, Senior Director of Digital Transformation for Hexagon Manufacturing Intelligence.

Dirk Dusharme @ Quality Digest’s picture

By: Dirk Dusharme @ Quality Digest

No matter which quality management methodology, technique, or fad du jour you chose during the past 40 years, from quality circles to TQM to Six Sigma, all had one thing in common: data. In manufacturing this eventually meant measurement data. Whether it was dimensional, time, temperature, frequency, pressure, or some other metric, somewhere in manufacturing somebody used measurement equipment to verify the quality characteristics of the part being manufactured. This person was typically a specialist either by profession or experience.

This specialization prevented the goal of modern quality, which is that quality is everyone’s job. How can a manufacturing employee be part of quality if they can’t measure their own work or verify the parts they’re assembling? And yet, that’s the way it’s been since the beginning of the Industrial Revolution. Assemblers assemble and testers test. Yes, eventually line workers got go/no go gauges, snap gauges, and some simple dimensional tools, but assembly complexity grew faster than the ability of the tools used by the average worker. It’s like giving a carpenter a stack of precut lumber, a box of nails, plans for a house… but no measure.