I am often struck by a remark of W. Edwards Deming that the aim of a system must include plans for the future. As Deming wrote in The New Economics, “A system must have an aim. Without an aim, there is no system.

(Academy Leadership Publishing: King of Prussia, PA) -- When news headlines trumpet story after story about fiscal mismanagement, unchecked greed, massive bankruptcies, and rampant downsizing, it’s hard to believe there’s any good news about the business world.

Successful quality initiatives are based on understanding the true nature of “quality.” It resides in the minds of those who judge it and use it to make their purchase decisions—in other words, the market.

Customer satisfaction data resulting in various quality indexes abound. The airline industry is particularly watched.

Some time ago, while consulting for a huge call center, I took a group of customer service agents for a little gemba walk and a quick activity to demonstrate a few lean fundamentals.

We have recently covered a lot of ground on the topic of measurement system analysis (MSA).

Having an effective model for the nature of data will inevitably identify two different paths to process improvement. One path seeks to operate a process up to its full potential while the other path seeks to operate to meet requirements.

After every major natural disaster that disrupts global supply chains, there are voices that cry out “A-ha!

I just read an article that appeared on Quality Digest Daily, “The Quality Crisis in America,” by David C. Crosby.