As a frequent columnist for Quality Digest Daily and several other publications, I have learned that there are certain topics that are out of bounds.

’Twas the night before Christmas, and all through the shop
Santa’s quality manager feared that all production would stop
The FMEA showed high risk, nonconformances were a fright

Lean Six Sigma has proven itself as an effective strategy for business success in both private and public sectors. The methodology has helped enterprise leaders recognize business processes as engines that drive performance excellence and help to deliver value.

A traveler attempting to book a ticket by phone became frustrated after choosing from a menu of endless options, then waiting on hold for 20 minutes before eventually being transferred twice—the second time to a dial tone.

The holiday season is like a magnifying glass that enlarges both the best and the worst in us. This time of year induces joy, caring, and generosity, but it can also magnify stress, anxiety, and heighten conflict at home and in the office.

It sometimes seems that few people can accurately define risk management, let alone apply it in their organization. Yet, a risk management plan can help an organization identify and correct hazards and substandard work practices before bad things happen.

Organizations need a systematic approach for risk containment when quality, delivery, and design product and service issues occur.

On the face of it, today’s supply-chain risks don’t seem too different from any other time in history.

The ISO 9001 requirements pertaining to preventive action would get a lot more attention if people grasped the very simple fact that this is all about managing risk—which is really about managing the consequences of change.

Japanese vehicle manufacturer, Toyota, is well-known for developing the principles of lean manufacturing.