My monthly newsletter’s theme is “Integrating Lean and Quality.” I call it this because there seems to be somewhat of a common understanding and acceptance that lean and quality have no relationship to each other.

For one Connecticut manufacturer of close-tolerance, precision metal parts, a nearly 20-year commitment to lean manufacturing has naturally evolved into using self-directed work teams for the past two years to set the ambitious objectives of 100-percent on-time deliv

Editor's note: Lisa Greenleaf will be appearing on the May 4, 2012, episode of Quality Digest Live at 11 a.m. Pacific, 2 p.m. Eastern.

It was a thrilling ride for the team of students representing the University of Michigan’s solar car, Quantum, in the World Solar Challenge in Australia.

Scott Stern doesn’t work in a laboratory or have a degree in the hard sciences. You’ll never find him using a genome sequencer or an MRI scanner. Yet he knows more about some aspects of science than almost any practicing scientist does.

Compliance is an unfortunate word in connection with standards because it suggests something arduous, unpleasant, costly, and annoying that one must do to “get the certificate.”

When it comes to project management, most organizations put their practices before their people.

Do you remember a post-hippie-era song called “Signs?” The song’s refrain came to mind recently during a workplace walkthrough.

With companies being asked to produce more with fewer resources, managing risks is more critical than ever.

“It is what it is.” I’m hearing that a lot now. I’m OK with it if someone is using it as a shortcut to mean something like the Serenity Prayer.