In the foreword of Mark Graban’s book, Measures of Success: React Less, Lead Better, Improve More (Constancy Inc., 2018), renowned statistician, Donald J.

I must admit, right up front, that this is not a totally unbiased review.

With more than 110,000 expected attendees, IMTS is Chicago’s hottest suburb this week.

Bob C. was a frontline employee with 25 years of experience. His day was spent operating a machine that stripped and terminated leadwire assemblies.

During a TED talk, Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, talks about “How to turn a group of strang

Implementing 6S, the lean strategy for reducing waste and optimizing efficiency in a manufacturing environment, is more than just creating work protocols that people must follow.

For the past several years, I’ve been fascinated by how we think—and how that affects us, our leadership, and the organizations we’re a part of.

Founded in 1947, in Veles, Macedonia, BRAKO produces parts and components used in medical devices, road sweeper trucks, airport ground equipment, forklift accessories, metal-welded constructions, small hydro plants, telecommunications shelters, and antenna towers.

As manufacturing finds its way through the 21st century, there’s a groundswell change emerging. Organizations are jockeying for competitive position as they endeavor to describe this phenomenon.

‘In God we trust; all others bring data.” “Follow the data.” “Let the data talk.” Nice clichés, but there’s one problem... data can’t talk. In fact, data don’t say a darn thing. Data are bits of raw information.