For an organization to develop a sustainable, continuous improvement culture, it must, as we say at Greater Boston Manufacturing Partnership, involve everybody, every day—i.e., process improvement mus

It’s a story I’ve heard too many times: An organization spends years, even decades, entrenched in a top-down, command-and-control culture.

Everyone has their own favorite graph type or visual tool. I’m not ready to declare this my favorite yet, but this oldie but goodie has got to get more time and attention.

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.