Corrective action is often an effective means of identifying and correcting quality and compliance events within the organization that can arise through the result of complaints, audits, incidents, nonconformances, or any adverse events. Traditionally, the corrective action process is designed to handle systemic events—things that pose a major threat to the overall health of the quality management system (QMS) or environmental health and safety (EHS) system.

Your competition is no longer what it used to be. In this age of information at our fingertips, same-day delivery, and seamless payment options, customers now expect more from business than ever before. Companies must adapt to thrive.

Agile, the flexible way of working, has spread from software development to organizational change—for small startups and even large, traditional organizations. The Agile software methodology is iterative and collaborative; it ensures that small, autonomous groups work together to align with customer needs.

Like any large company, a modern hospital has hundreds, even thousands, of workers using countless computers, smartphones, and other electronic devices that are vulnerable to security breaches, data thefts, and ransomware attacks. But hospitals are unlike other companies in two important ways.

You have plenty of trended data on employee performance. You have a cutting-edge dashboard and seamless reporting capabilities. This makes you data-driven, right?

Not quite.

During the May 18, 2018, episode of QDL, we had a terrific conversation with Gary Confalone of the Coordinate Metrology Society, and also considered the importance of mindfulness and good manners in life and work. Let’s take a look:

Markets and manufacturing practices continue to evolve, and companies now outsource to an increasing number of global manufacturing and supply partners. As companies have pursued this broadened supply chain strategy, the ability to manage both business and quality risks has become more challenging.

In our May 11, 2018, episode of QDL, we looked at overproducing ideas, bad quotas (aren’t they all), and how anger can help identify core values.

“Questioning Quotas”

When are quotas bad? Most of the time. But here’s a good example.

Traditional corporate hierarchies tend to rely on static design. There’s the CEO at the top, followed by directors and managers. Red tape and inefficient processes can bog down decisions. 

Volatile markets, challenging consumer demands, and the technological disruptions resulting from digitization and Industry 4.0 are producing unprecedented rates of change. In response, companies have worked to increase organizational agility, hoping to foster innovation and shorten go-to-market cycles. Yet organizational experiences and sociological conditioning often impede true agility.

You run a manufacturing business, so you know how it goes. The cost of doing business and manufacturing product never decreases. You know that your revenue must increase just to keep up. You also know that merely maintaining your revenue status quo will only ensure you get your lunch eaten by inflation. Or by your competition. If you aren’t growing your profits, you aren’t just standing still—you’re going backward. There is no such thing as “flat growth.” If your company’s revenue is not increasing year over year; it’s dying a slow death.