Flow quality management (Flow QM) is a logistical alternative to handling product in lots for the purpose of assessing and mitigating defects. It features a streamlined, automated acceptance sampling methodology, is built on empirical metrics, and facilitates timely, meaningful performance monitoring and management.

Quality and manufacturing practitioners are most familiar with the effect of variation on product quality, and this is still the focus of the quality management and Six Sigma bodies of knowledge. Other forms of variation are, however, equally important—in terms of their ability to cause what Prussian general Carl von Clausewitz called friction, a form of muda, or waste—in production control and also many service-related activities. This article shows how variation affects the latter as well as the former applications.

As companies seek to gain efficiencies in the workplace, provide choice for employees, and attract and retain talent, strategies involving agile working and free-address have gained traction. When our Gensler La Crosse office relocated last year, we leveraged the opportunity to support an agile workplace strategy. Although there are arguments for and against agile working, here’s what I’ve experienced firsthand.

Although automation has been successful in replacing repetitive, simple tasks, the human workforce still plays a critical role in manufacturing. Even the most sophisticated and automated manufacturing operations rely on human operators to configure, run, and properly maintain production equipment.

Does your organization benefit from lessons learned? Does it learn from previous quality issues? A vast amount of learning takes place every day in every manufacturing facility. Do global manufacturing companies share experiences gained from resolving quality issues between overseas plants? And what will they gain if they do?