A spate of cartoons and commentary throughout the summer has lampooned BP, Halliburton, Transocean, and Cameron International for their apparent inability to plan timely control measures that might have constrained the

Complexity can be thought of as the level of difficulty in solving mathematically presented problems.

Every journey has a beginning, and mine began during a U.S. Air Force commander’s first week on the job. He called a staff meeting and told everyone that things had to change for the organization to succeed, and “lean” was the solution.

I like the plan-do-check-act (PDCA) cycle for three reasons: It’s simple, it provides a pathway for teaching, and it works.

I have as many bad customer-service experiences as the next guy, with health care and other businesses.

My dog, Bailey, has a sensei—a dog-obedience trainer.

The recession has been an extremely disruptive event for many organizations.

While reading an issue of Quality Digest Daily, I came across an article by Kenneth Levine and Peter Sherman titled, “Ten Simple Principles for Treat

An article titled “Sharp Drop in Firefighter Fatalities in 2009” appeared in a safety trade journal recently. For the first time in three years, it said, on-the-job firefighter fatalities dropped below 100.