As a technology leader, I must admit that making the right investment in new innovations has its challenges. It’s easy to get caught up in the grandiose potential solutions offer, become overwhelmed by the setup, and struggle with employee adoption.

Every day, quality leaders face a variety of production and process issues. Although some problems are easy to fix, others require deeper investigation, such as using a 5 Whys analysis or fishbone diagram.

The Chinese character for crisis means “danger” and “opportunity,” and tariffs have created a supply chain crisis throughout the United States.

When we step into a complex organization—whether in manufacturing, healthcare, or finance—we often find ourselves navigating a sea of competing truths. Everyone seems certain they see the problem clearly. Yet somehow, solving it feels harder than it should.

Occupational health and safety (OHS) is often brushed aside as a checkbox exercise—something assigned to compliance officers or forgotten in day-to-day operations. But this mindset comes at a cost.

A little enjoyment is always important. I recently read a blog post titled 15 Facts That Will Make You Laugh.

Salespeople are getting older. Buyers are getting younger. You have a disconnect.

We humans love to complicate things. The more crap we hang off of a product, the better we think it is. The more engineering that goes into it, the more we can sell, right?

Most industrial leaders strive to be more proactive and data-driven. But getting there can feel overwhelming, especially if your teams spend much of the day firefighting.

Define, measure, analyze, improve, control, goes the mantra used to carry out improvement projects in many companies. In various books, these steps get slightly different interpretations.