The ability to observe relationships, patterns, and environment may be deemed a “soft” skill, but there’s plenty of hard data supporting the power of observation in the workplace.

Benjamin Franklin said, “... in this world nothing can be said to be certain, except death and taxes.” If you work in maintenance, you know that equipment failure is also on that list.

Unpredictable schedules are so disruptive to the lives of employees that even 30 days of high shift variability in a year increases the chances a worker will quit by 20 percent, according to a new study from Wharton experts.

I’m looking at ideas of the famous Algerian-French philosopher, Jacques Derrida, often described as a post-structuralist. His most famous idea is deconstruction, often associated with analyzing literary works.

It’s no secret that there are no universally applicable organization designs. What works in one context may not work in another because each organization has a different history, culture, and cast of characters.

I’m ashamed to say that I’ve only been to Indiana once—for a fun weekend in Indianapolis. I will say that its Children’s Museum is truly world-class, and it was great going duckpin bowling for the first time.

Quality and sustainability are two critical aspects of modern business operations that are closely intertwined.

“The best is the enemy of good,” wrote French historian and philosopher Voltaire. Today that quote seems more appropriate than ever.

There’s a certain irony in the recent attention paid to the application of robots on the shop floor. On a couple occasions in the past year, I’ve heard manufacturing colleagues talk about the benefits of deploying robots to handle material conveyance.

Producing high-quality products is crucial for any business. But designing quality into the product from the start is the only significant way a business can improve its product margins.