Management by objectives isn’t just a way to set direction for an organization. It’s a prerequisite for creating sustainable development and a culture of continuous improvement.

Regular inspection is absolutely vital with industrial transmission systems. Just like the gearbox in an everyday car, components are prone to wear, misalignment, and fatigue—issues that can lead to machinery failure.

I’ve had this conversation countless times—sometimes with a frustrated client, often with a colleague, and occasionally with my own reflection.

What’s truly holding your discrete manufacturing shop back from reaching its full potential? It’s often not the commonly cited culprits like labor shortages, razor-thin margins, or fierce competition. It’s more often paper: the unseen, insidious enemy.

The conversation about generative AI (gen AI) is unavoidable in today’s business land

In this article I’m looking at a question that’s rarely asked in management: What if the most responsible course of action isn’t to maximize benefit, but to minimize harm? In decision theory, this is expressed as the minimax principle.

Staff meetings can be incredibly productive. Or unproductive—and more often the latter. If your staff meetings are terrible, it’s your fault because you’re not structuring them well.

From manufacturing and mining to hospitality and healthcare, computerized maintenance management systems (CMMS) have become all but essential.

In this article, I want to explore an idea that often is framed in moral terms but is actually a cybernetic imperative: the necessity of diversity for viable systems.

In 2021, container ships idled for weeks outside the Port of Los Angeles, a stark visual reminder of just how fragile modern supply-chain reliability had become. The backlog sent shockwaves across industries.