Parts One and Two of this series illustrated four problems with using a model-building ap

The fourth industrial revolution is upon us.

Is innovation critical for your business survival and success? Are you dissatisfied with your ability to bring new products and services to market? Surveys show that most business leaders would answer both questions with a yes.

During the early 1990s, I was president of the Twin Cities Deming Forum. I had a wonderful board whose members were full of great ideas. One member, Doug Augustine, was a 71-year-old retired Lutheran minister and our respected, self-appointed provocateur.

Historically, quality in a process was something that was done at the end of the line. You inspected your widget once it was made, and if it had flaws, you fixed it or threw it out.

I recently sat down with Doug Fair, the chief operating officer of InfinityQS, for a discussion about the uses (and sometimes, the misuses) of industrial statistical analysis. Ours was a lengthy conversation, so we’re splitting the account into two parts.

Team leaders often focus on product details. Founders obsess over fonts. Sales managers fixate on tough-to-wrangle customers and shop owners on the minutia of shelf displays.

IMTS was a blast, but it was great to be back home in lovely Northern California this week. On this episode of QDL, we covered the skills that workers need and the innovations that organizations want.

One of our greatest inventions was the TV remote. Before this clever invention, we had to rise from our cushy chair and walk to the TV to change the channel or adjust the volume.

As millions of people came online iduring the late 1990s, they needed help figuring out what each web page was about, and how to find what they were looking for. Web indexes and search engines sprang up.