We’ve already talked about what a strategic plan is (and isn’t) in our discussion: “Strategic Planning Isn’t ‘Budget +10%.’” Hopefully

A few days after returning from a speaking engagement at the Innovate for Excellence Summit in Chicago last September, I spoke to Susan, an old classmate.

If you’re reading this, you probably read a lot. You’ve made your way through all our industry news, keeping tabs on trends in our feature stories and gleaning a greater understanding of your own business—at least we hope so.

How do you treat signs when you’re driving your car? Are you a strict rule follower? Does a stop sign cause you to come to a full stop, or a rolling stop, or no stop at all if you see no traffic?

W ithin the utility industry, regional entities increasingly focus on internal controls as a measuring stick for overall compliance performance.

Despite the industry’s push toward digital transformation, 95% of manufacturers use paper-based documentation,

In this article, I’m looking at Weber’s Law. It’s named after Ernst Heinrich Weber (1795–1878), a German physician who was one of the pioneers of experimental psychology.

Despite the clear benefits of hybrid work models, a significant number of managers still push for their teams to be back in the office.

Not long ago, I accompanied two of the Greater Boston Manufacturing Partnership’s consultants, Bob Elliott and Peter Melnik, to a Shingo Systems Design workshop at Osram, a terrific host site in Hillsboro, New Hampshire. Bob and Peter did all the work.

All improvement efforts require a framework. No matter what we’re doing, we all need some way to align our efforts and focus on a specific objective. During my 50 years in this business, I’ve seen people use many different improvement frameworks.