The Importance of the Plan-Do-Check-Act Cycle
The plan-do-check-act (PDCA) cycle plays a central role in fostering improvement by facilitating a structured and ongoing approach to problem-solving.
The plan-do-check-act (PDCA) cycle plays a central role in fostering improvement by facilitating a structured and ongoing approach to problem-solving.
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QIMA, previously called AsiaIns
May 16, 2024, marks the 100th anniversary of Walter A. Shewhart’s wonderful discovery.
Walter A. Shewhart is lauded as the Father of Statistical Process Control (SPC) and is perhaps best remembered for the SPC control chart.
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I’ve seen a rash of articles about major league baseball pitchers who are now out for the season because they’ve hurt their elbow and need
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As the modern work environment continues its march toward remote settings, managers are increasingly turning to agile metrics to keep their teams trackable and transparent. But what’s all the fuss about? Why are these tools not just beneficial but essential?
The famous football coach Vince Lombardi purportedly said, “Winning isn’t everything; it’s the only thing.” (According to Bartlett’s Familiar Quotations, in a 1962 interview Lombardi said, “Winning isn’t everything, but wanting to win is.”)
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In this article, I’m looking at the relationship between capability index (Cpk or Ppk) and tolerance intervals.
One hundred years ago this month, Walter Shewhart wrote a memo that contained the first process behavior chart. In recognition of this centennial, this column reviews four different applications of the techniques that grew out of that memo.
With newer technology and more individualized and nuanced data, researchers can develop models with better routing options. But they also need to balance the computational cost of running them. Credit: Tima Miroshnichenko/Pexels
Across the country, hundreds of thousands of drivers deliver packages and parcels to customers and companies each day, with many click-to-door times averaging only a few days.
Deming Prize recipient Ryuji Fukuda introduced a document to my company in 1989 referred to as the “X-Type Matrix for Objective Management.” Relatively unknown at the time, it’s since become a popular format for strategy deployment.
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