In 2006 I was at a presentation by a world leader in quality (WLQ) who has been singing W. Edwards Deming’s praises since the late 1980s and even does the famous red bead experiment as part of some of his plenaries.

A few years ago, I was asked to conduct a workshop, deliver a keynote, and chair a three-day conference on manufacturing process excellence in Europe, produced by the Process Excellence Network (PEX

As a quality professional, you’ve probably heard the famous quote from W. Edwards Deming, “In God we trust; all others bring data.” Thanks to technological advancements in our industry, data exist more abundantly than ever.

Throughout our 30-year company history, we have witnessed over and over how clearly communicated systems, standard operating procedures (SOPs), and policies can transform business results.

I have been immersed in the lean world for more than a quarter century.

When it comes to making medical devices, quality is key. That’s a concept that nearly every medical device professional agrees with, but what does it mean? Why is quality so important, and how should it be pursued?

According to a recent LNS Research survey, 37 percent of quality leaders cite an inability to measure quality metrics as their No.

The idea of doing the little things consistently over time is a powerful one that we often overlook in our hurry to show a spectacular result this week. We don’t get results from the big action we are taking today.

Ensuring the quality of a car’s performance and design, FARO 3D measurement technology solutions provide simple yet accurate ways of taking contact and noncontact measurements for quality control in automobile manufacturing and assembly.

Why are some companies more productive than others? And why do certain divisions within those companies perform better than others do?