Terry had been using lean techniques to improve his company for quite a while now. He’d held kaizen events, reduced inventory, provided training for his employees, and was quite pleased with the progress his organization had made.

When an organization’s employees aren’t happy, it’s unlikely they’ll be providing the kind of quality service that leads to happy customers. One of the fastest ways to create internal strife is to let “difficult” people go unchecked.

The global economy has turned the rules of leadership upside down and shaken them vigorously for good measure.

We’ve all heard the flight attendant’s compulsory safety announcement regarding oxygen masks. Personally, I’ve grown pretty numb to the whole safety monologue. Not a good thing.

No matter how much effort we put into meeting a quality standard’s requirements for continual improvement, there are times when we are not sure whether to call for a corrective action.

In part one, “Overall Equipment Effectiveness,” (OEE) I gave a detailed explanation of how LNS Research thinks the

Overall equipment effectiveness (OEE) is an important metric for many companies' initiatives in operational excellence. As of Sept.

I went into my local Barnes & Noble looking for a book and decided to check if they carried my book, Lean Six Sigma Demystified. There were four rows of business books on management, leadership, sales, and so on.

In 1862, the bloodiest battle in American history was fought on Sept. 17, and 23,000 soldiers from the North and South were killed in about 12 hours of fighting.

In 1995, Qualityworld magazine published a case study that examined how the 1993 European Quality Award (EQA) was scored by 175 participants who had undertaken assessor training for it. Three findings stood out: