Many organizations have decided to automate their quality management system (QMS) or upgrade their currently automated QMS.

When an issue arises, it’s important to take quick action. Whether that means launching a software patch, pulling a batch, or halting the use of a reagent, it’s critical to tackle the immediate problem.

Many organizations list continuous improvement (CI) as a priority, but it often fails to take root in day-to-day work. It appears as a workshop or a one-off initiative, then fades without lasting change.

Capturing real-time data in all areas of the business is vital for maintaining long-term success. When manufacturers conduct business with separate systems, data end up in silos, and information can’t flow in an efficient manner.

A recent company meeting revealed what management called a “handoff problem.” The sales team would close deals, then toss them over the wall to the service team, which would promptly fumble the relationship because they didn’t understand what had been promised or why

In manufacturing, the term connected worker has quickly gone from emerging concept to executive mandate. As companies grapple with turnover, skill gaps, and increasing complexity, the urgency to modernize frontline work has never been clearer.

Most negotiations have an opening bid. That bid becomes the anchor that the rest of the negotiation centers upon. If you’re good at setting anchors—and avoiding being anchored to a number you won’t like—you’ll get more out of your negotiations.

Imagine this: A production line hums along smoothly. Operators clean and check equipment between cycles to spot problems before they snowball. No scrambling. No surprises. That’s what autonomous maintenance looks like.

Small to midsize manufacturers are facing mounting pressure from unpredictable supply chain disruptions.

In October 1989, my company hosted Total Improvement Process Week, one of the most productive experiences of my career.