I have been inspired to write this article after learning about Joseph Juran and understanding the effect he has had on our society. I started working at Juran Global about six months ago, and since then I’ve had several friends and past colleagues reach out to me with questions like, “What is Juran?” and “What do you guys do?” I figured this would be the best place to explain why our organization exists.

Change is inevitable in every organization. Planned or not, forces inside and outside the enterprise can sometimes encumber a workforce and lead to nonvalue-added processes. Growing spurts, major technology implementations, or even small supply-chain organizational projects can present more issues than expected. However, when a company has a proactive improvement program in place, one that uses lean manufacturing and Six Sigma principles and tools, potential roadblocks can be identified and eliminated.

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When flood waters ravaged portions of Colorado in September 2013—killing crops, inundating homes, and buckling many miles of roadways—countless federal, state, and municipal government workers sprang into action helping citizens. State and federal government agencies spent millions in the weeks and months following the natural disaster to help residents of the Rocky Mountain state.

Healthcare professionals have a long history of caring for their patients and improving the quality of their services. During the Crimean War (1853–1856), British nurse Florence Nightingale realized that the mortality rate of soldiers was far too high. A visionary statistician as well as a talented nurse, she spent months analyzing data to identify what caused the high rate of mortality. She found that hygiene and sanitization were neglected in the triage and care of the soldiers.

Industrial companies are facing critical challenges rooted in slow growth, globalization, the effect of disruptive technologies, and unforeseen competitive threats. A new report from global management consulting firm, L.E.K. Consulting, reveals how those companies are responding—and what the response will mean for the future of companies around the globe in a range of manufacturing sectors.

Manufacturers’ waste-reduction initiatives are rarely as effective as they could be. When reducing waste, inventory is often the main target. But how do you right-size inventory in an environment of constant variability? In a word: kanban.

Electronic kanban signals keep product moving throughout the manufacturing organization and its extended supply chain. These systems operate in real time to optimize inventory levels by instantly tracking lead and replenishment times.

Ellis Medicine is a 438-bed community and teaching healthcare system serving New York’s capital region. With four main campuses, five additional service locations, more than 3,300 employees, and more than 700 medical staff, Ellis Medicine offers an extensive array of inpatient and outpatient services. In 2013 Ellis made a commitment to change the way things get done at the century-old institution.

The proliferation of Accountable Care Organizations (ACO), spurred by the healthcare industry’s shift from fee-for-service to pay-for-performance, has focused healthcare executives’ attention on clinical outcome metrics. Yet the greatest barriers—individual clinician practices—remain difficult to manage within the population-health clinical-delivery value chain. The solution: leveraging software as a service (SaaS) solutions to drive greater measurement and adherence to evidence-based practice plans.

While commanding four vessels sailing between England and India in 1601, Capt. James Lancaster performed one of the great experiments in medical history. Each of the seamen on just one ship—his own, of course—was required to sip three teaspoons of lemon juice per day. By the midpoint of the voyage, about 40 percent of the sailors on the other three ships had died, most from scurvy, while no one on his had succumbed to the disease.