Many years ago, the Toyota Production System Support Center (TSSC) introduced a visual measurement device to my factory, referred to as a “production activity log” (PAL), also known to some as an hour-by-hou

Three years ago I wrote an article titled “The Emperor’s New Huddle Boards,” in which I expressed concern about the trappings of improvement without actual improvement.

There are many subjects that we cover regularly here at Quality Digest.

Process improvers the world over rally around root cause analysis as if it were the holy grail of all things organizational. But is it?

In our May 11, 2018, episode of QDL, we looked at overproducing ideas, bad quotas (aren’t they all), and how anger can help identify core values.

Last month I joined Eric Buhrens, CEO at Lean Enterprise Institute (LEI), to host a leadership team from Tel Aviv’s Sourasky Medical Center. They were on a study mission to many of Boston’s fine hospitals and were winding up their week with a visit to LEI.

Boeing is demanding its suppliers reduce their prices by 10 percent, according to a February 2018 article published in Bloomberg Businessw

A couple of weeks ago I posed the question, “Are you overproducing improvements?” and compared a typical improvement “blitz” with a large monument ma

I have been writing about kaizen a lot recently. It is a simple idea: change for the better. Generally, kaizen stands for small incremental improvements. Here I’m going to look at what is the best kind of kaizen.

Becoming a process-focused organization requires a sustained effort, and for most industrial and service organizations that is a difficult task.