‘I can handle when they talk back to me,” the HR director said. “But when they roll their eyes, it just gets under my skin.”

Understanding the causes of faults and defects, and then improving the system or process so it won’t happen again, is central to lean manufacturing.

It’s generally accepted that large organizations, for a host of structural and cultural reasons, are at a disadvantage when it comes to innovation. Less agreed upon is why their employees outside of R&D should care.

‘Lean” is such a convenient term; everyone uses it based on their own definition. People frequently use “lean” in place of “efficiency,” probably because it sounds more cool. Another round of cost cutting? Sure, let’s tell everyone we’re “going lean,” again.

Conferences are a great way for you and your team to network with others, demo exciting new technologies, learn about topics that interest you, and gain valuable insights from industry experts. Thankfully, there’s no shortage of events happening in 2020.

Whether we’re talking to a front-line operator, a plant manager, or CEO, people’s reactions to being assigned a new recurring task are remarkably similar: “Oh great—more to do.” Sound familiar?

In 1989, I was handed a copy of ISO 9001:1987 by my employer with the direction to find out what it was all about. Our company was headquartered in Europe, and we would be compelled to implement the standard straightaway.

One of the greatest responsibilities of leadership is driving continual evolution of the organization toward a well-defined future state. Implied in this role is the need to lead change. Easily said, complex in practice.

In the context of our increasingly disrupted, globalizing, and multicultural world, quality leaders greatly appreciate the security and comfort of clear-cut strategic plans for the future.

With more than 300 employees headquartered in a modern 150,000+ sq ft facility, Plasser American Corp. (PAC) manufactures top-quality, heavy railway construction and maintenance equipment