Back in the good old days, if you were in a position of authority, you could just announce what needed to be done and assume it would be carried out. But times have changed.

When you look at standards like IATF 16949 or ISO 9001, the requirements boil down to two essential elements: improving customer satisfaction and reducing risk.

Knowledge of kaizen theory, principles, tools, and experience in application are of course very important in leading successful kaizen events that drive real bottom-line results.

Established businesses rely on so-called best practices to retain their market share by limiting risk, but what happens when an established practice isn’t actually the best way to solve a problem?

Recently, I was listening to the CFO of a large industrial firm who complained nonstop about her CEO. At the start of his tenure, the CEO regularly interacted with his top team but now seemed to spend most of his time brooding in his office.

History indicates that major technological changes can take about half a century to go from the first lab drawings to society.

Your own voice will likely become the most significant focus for food retailers and restaurants in the immediate future. Voice searches are increasingly becoming the norm.

If you have worked in the quality field for anytime at all, you have probably heard of the Malcolm Baldrige National Quality Award—it’s the highest level of national recognition for performance excellence that a U.S. organization can receive.

If your manufacturing organization is going to grow, you know you need an inspection solution beyond the capabilities of micrometers and calipers. You know you need to gather more data in a faster and more reliable manner.

Have you ever found yourself in the midst of a business problem that you’re not sure how to solve?