Advancing the organization and achieving business success require developing new products, finding new markets, and building enabling systems and infrastructure.

Electronic applications typically have challenging surfaces, angles, steps, and structures that must be measured during development. Whether it is circuit-board flatness or microstructures on the board itself, precise measurement is crucial.

I’m a customer. One morning last week, I visited my bank for a small requirement that should have taken about two minutes. However, there was a big line and 27 people were ahead of me. This was my fourth visit to this bank for the same requirement.

You know the famous proverb: "Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime." It's especially true when you're casting your line for statistics.

The overarching principle behind organizational development is that all employees have a wealth of knowledge and experience that can be harnessed and tapped into, which enables the organization to grow.

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.