Our machine shop was assisted by Toyota Supplier Support Center (now called Toyota Production System Support Center) in 1996 to reduce setups on our CNC lathes.

Many organizations adopt agile software delivery because it reduces cost and risk, improves quality, and helps speed innovations to market with continuous delivery capabilities.

Before I begin this column, I want to offer a heads-up to those who believe that Quality Digest Daily should only cover standards, test and measurement equipment, performance excellence methodologies, and the like.

Allow me to introduce you to FUSE, a value-based lean Six Sigma model that enables organizations to maximize enterprise performance with the least friction.

The recent NFL brouhaha over pay for performance (Saints style) has seen a lot of media coverage.

Forgive me, but what does it even mean to “take it to the next level?” What is the next level, and is it “better” than the current level? How do we know? Is it higher or lower than where I currently stand?

The need for low-cost temperature logging devices in the cold-chain industry has led to the development of silicon-based instruments that do not need calibration.

Everyone reading this is a capable, smart, and skilled project manager, proud of managing the key stakeholders in each project with professionalism and finesse. Do you bring this same care to managing the stakeholders in your personal life?

In 1996, James P. Womack and Daniel T. Jones popularized the term “lean thinking.” It was their expression for what they observed studying Toyota’s manufacturing operations: an absence of waste.

The 24th Institute for Healthcare Improvement (IHI) Annual Forum took place on Dec. 9–12, 2012. It is probably the leading health care improvement event in the world.