A couple of weeks ago I posed the question, “Are you overproducing improvements?” and compared a typical improvement “blitz” with a large monument ma

I have been writing about kaizen a lot recently. It is a simple idea: change for the better. Generally, kaizen stands for small incremental improvements. Here I’m going to look at what is the best kind of kaizen.

Mean time between failures (MTBF) is a symptom of a bigger problem. It’s possibly a lack of interest in reliability (which I doubt is the case). Or it’s a bit of fear of reliability.

Your company’s core values define the behaviors you treasure and demand above all others. Investing time in defining them increases the likelihood they come to life and become part of everyone’s daily behaviors.

Organizations worldwide recognize the need to provide a safe and healthy working environment, reduce the likelihood of accidents, and demonstrate they are actively managing risks.

A couple months back I stopped at a local fast-food place for a quick kid’s meal (not for me) after picking up one of my little ones from school. Inside, we were greeted by an employee in an otherwise empty dining area, and no line.

As the vice president of quality for a $1.5 billion-dollar industrial corporation, Hermann Miskelly is responsible for leading its continuous improvement effort.

In our April 27, 2018, episode of QDL, we looked at the Global Brain and whether leaders really care about their employees.

The greatest challenge I have each year when I return from the Baldrige Program’s annual Quest for Excellence Conference is prioritizing the most important messages for me and my organization, whether tha