There are many ways that we lose attention on tasks at hand.

Markets and manufacturing practices continue to evolve, and companies now outsource to an increasing number of global manufacturing and supply partners.

Process improvers the world over rally around root cause analysis as if it were the holy grail of all things organizational. But is it?

In our May 11, 2018, episode of QDL, we looked at overproducing ideas, bad quotas (aren’t they all), and how anger can help identify core values.

The importance of supply chain solutions relative to a company’s efforts to maintain and improve quality are almost impossible to underplay.

Traditional corporate hierarchies tend to rely on static design. There’s the CEO at the top, followed by directors and managers. Red tape and inefficient processes can bog down decisions. 

Volatile markets, challenging consumer demands, and the technological disruptions resulting from digitization and Industry 4.0 are producing unprecedented rates of change.

You run a manufacturing business, so you know how it goes. The cost of doing business and manufacturing product never decreases. You know that your revenue must increase just to keep up.

Last month I joined Eric Buhrens, CEO at Lean Enterprise Institute (LEI), to host a leadership team from Tel Aviv’s Sourasky Medical Center. They were on a study mission to many of Boston’s fine hospitals and were winding up their week with a visit to LEI.

Equipment downtime gets expensive fast in automotive and aerospace manufacturing, a risk many companies try to mitigate by storing spare parts onsite. A machine breaks down, haul out the parts, and hopefully you’re back in business with minimal disruption.