Welcome to the third installment of our series on lean and Six Sigma.

Too many teams and leaders operate in thermometer mode. Without clarity of the type of culture they are trying to create and leaders they need to be, the culture they end up experiencing is purely reactionary.

When is a product “good enough” to accept? This is the classic challenge of quality. High customer expectations demand that suspect products be thoroughly scrutinized and a high standard set for their release.

As the parent of two teens, I’ve become quite accustomed to the Eye Roll. This ocular straining happens most often when I request that a previously agreed upon task be completed by said teen. Me: “Hey, it’s time to empty the trash.

In 2019, I wrote about a marketing phenomenon that I kept hearing about, that customers are in control, that they have all the power.

It’s a new year, with a new president and new opportunities to boost modern apprenticeship programs in the United States that can help get people back to work and stimulate the economy.

At the tender age of 21, living in a universe with far too many parallels to present day, I took a job—which turned out to be more than a job—to support myself in college by working as a caregiver, cook, driver, and constant companion to a man who as a young adult ha

Stakeholder engagement is one of the more critical aspects of leadership, whether you’re a team leader or a member of a cross-functional team trying to lead team members to focus on quality.

Quality managers have a problem. The success of their quality program hinges on one thing. It’s not KPIs, and it’s not methodology. It isn’t even employee engagement or customer satisfaction. The one thing a quality manager needs most is leadership buy-in. 

There is a type of error that occurs when conducting statistical testing: to work very hard to correctly answer the wrong question. This error occurs during the formation of the experiment.