Speaking with experts who love their jobs usually makes you aware of two things simultaneously: 1) how much you don’t know, and 2) how much you’d like to know. My conversations with Prashant Darisi and Vick Vaishnavi were no exception.

Theodore Roosevelt skinny-dipped in the Potomac River, owned a pet hyena, boxed in the White House, and reportedly drank a gallon of coffee a day (a legend that inspired Maxwell House to attribute the phrase “good to the last drop” to him).

Walter Shewhart’s average and range chart had been around for more than a decade when, in 1941, W. J. Jennett came up with the chart for individual values and moving ranges (an XmR chart).

The next advantage in business will come from leaders who can manage machine labor as deliberately as they manage people. Professor Ethan Mollick at Wharton fram

Most organizations are reluctant to spend time and money training their workforce on customer service.

Every boardroom has heard it. Every procurement checklist includes it. Every investor deck now features it somewhere between the mission statement and the revenue model. “AI ethics” has become the term that signals seriousness without necessarily delivering it.

False rejects quietly impede manufacturing efficiency, yet most quality teams treat them as an acceptable cost.

During times of excessive work and crisis, something has to give. Sometimes brutal prioritization is the only way to make it through those challenging times with your sanity intact.

Aerospace qualification standards continue to shift as component designs grow more intricate and real-world forces become better understood.

With ISO 9001:2026 just around the corner, the topic of internal auditing is likely on the minds of many quality professionals.