Even though most businesses have invested in quality management and performance improvement, each organization is unique. People, processes, and machines must be coordinated to achieve desired outcomes. This is not easy.

The frequently referenced learning pyramid asserts than an average student retains 75 percent of information learned through practice, compared to just 5 percent of what he hears in a lecture.

Perhaps the reader recognizes d2 as slang for “designated driver,” but quality professionals will recognize it as a control chart constant used to estimate short-term variation of a process.

Our industry embodies many aspects, but “Big Q” quality generally involves issues affecting management, measurement, and methodologies. This week on QDL, we covered all of them, and more. Let’s look closer:

During the late 1990s, I was working in the Silicon Valley for a medical device company, responsible for a drug-infusion pump manufacturing operation.

If you are a CEO of a manufacturing company with many value streams, it’s impractical to think that you have the time to review all the performance measures of every value stream in your company.

In 2012, CMP Advanced Mechanical Solutions, a leader in the design and manufacture of sheet metal enclosures, mechanical assemblies, and machined systems, burst onto the Industry 4.0 scene with its avant-garde use of the visual work instruction software VKS.

One of the highlights on our calendar each year is the first Friday in October, which is Manufacturing Day here in the United States.

LNS Research published its research, “Driving Operational Performance With Digital Innovation: Connecting Risk, Qu

Historically, quality in a process was something that was done at the end of the line. You inspected your widget once it was made, and if it had flaws, you fixed it or threw it out.