In manufacturing, standardization in production and process control leads to increased profitability and cuts down on many siloed problems that can plague even the most quality-focused organization.

Although certification to major standards is often the threshold to winning next-level contracts, it is when your organization synthesizes the standard’s values that real payoff is realized. Chief among those values is customer satisfaction.

It’s a Catch-22 for a manufacturing supervisor: You need to train new hires properly to master the skills for the job, but your own daily job duties can’t wait.

Counterfeiting is widespread and rapidly expanding. In 2015, the value of fake and pirated products globally was estimated at $1.7 trillion, equivalent to the GDP of Canada. The scope of this phenomenon is vast.

While I was facilitating a retreat for a group of 15 men, all in their late 30s and 40s, all high-level executives and all high achievers, an interesting topic arose. One of the men asked for help dealing with his wife, who was complaining he worked too much.

Someone we know recently told us about a team-building event that proved anything but.

Globalization of the medical device market as well as its supporting supply chains continues to increase year after year. This has forced regulatory bodies to grapple with finding a way to narrow the gap between international and domestic regulation.

It happens easily enough and usually innocently enough. You start a business or organization then endure what is often a long and expensive learning curve. Along the way you learn. You learn a lot.

It’s no news that U.S. manufacturing has a workforce problem. However, a new survey conducted by Leading2Lean (L2L) offers some unexpected hope.

Given the recent, renewed intensification of the shareholder vs.