Most of us have heard of kaizen—continuous improvement of philosophy and methodology. In business, this involves all employees working to improve a company's processes to lean it out, to run with less waste.

Boeing has been rife with issues lately. While the recent Ethiopian Airlines crash has dominated headlines and elicited an FBI investigation into the company, another federal body has stated it will be keeping a closer eye on Boeing’s safety shortfalls.

If you have worked in the quality field for anytime at all, you have probably heard of the Malcolm Baldrige National Quality Award—it’s the highest level of national recognition for performance excellence that a U.S. organization can receive.

In the wake of the Lion Air and Ethiopian Airlines crashes of Boeing 737 Max planes, people are thinking about how much of their air travel is handled by software and

Artificial intelligence (AI) is widely acknowledged as a crucial aspect of what is broadly referred to as Industry 4.0.

For me, the operational essence of the leader dilemma is this: How do I say “yes” to the few and “wait” to the many? How do I decide?

Outsourcing is historically one of the most misunderstood concepts in quality management system (QMS) implementation and operation. Prior to ISO 9001:2015, the requirement for outsourced processes was limited to a few sentences in the standard’s clause 4.1.

The spring and summer of 2000 were a long time ago, but I learned some lessons during those months that have stayed with me. In fact, the learning from that experience is still happening as I continue to connect it to things I see today.

The role of quality starts with product design and moves rapidly across the supply chain to the selling and buying experience, which includes the bidding process.

Due dates. Whether it’s building a house or implementing an enterprise quality management software (QMS) solution, everyone has them, everyone wants them.