Stakeholder engagement is one of the more critical aspects of leadership, whether you’re a team leader or a member of a cross-functional team trying to lead team members to focus on quality.

Quality managers have a problem. The success of their quality program hinges on one thing. It’s not KPIs, and it’s not methodology. It isn’t even employee engagement or customer satisfaction. The one thing a quality manager needs most is leadership buy-in. 

There is a type of error that occurs when conducting statistical testing: to work very hard to correctly answer the wrong question. This error occurs during the formation of the experiment.

Alexander Hamilton, one of the United States’ founding fathers, famously called energy the most important characteristic of the executive branch of government.

Negotiators, even professional ones, make surprisingly many wrong decisions that doom negotiations that should have succeeded.

Manufacturing robotics is to some extent following a similar path of advances to those in machining and fixed automation systems.

Globalization of trade and decades-long innovation in supply chain networks have resulted in significant benefits for all stakeholders—greater efficiencies, lower costs, and greater access to markets, to name just a few.

It’s easy to think of quality as a niche responsibility, requiring only the involvement of those working in quality-based roles.

‘For sale: 3 bd, 2 ba, 1,407 sq ft home in Riverhead, NY,” the groundbreaking listing on Zillow reads. “Own a piece of history!

Lean supply chains are designed based on several key principles. First, the general philosophy of lean is to reduce or eliminate nonvalue-added waste. The concept of reducing waste is always beneficial to organizations.