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You might say what Henry Ford did for the automobile, GE, Siemens, and Mitsubishi have done for the gas and steam turbine industry. Naturally, the tools and technicians of both sectors have had to evolve right along with the challenges of new technology and the ever-increasing demands for improved accuracy and efficiency.

If you work in a facility that looks something like this:

Manufacturing has changed dramatically during the past several years. Where once original equipment manufacturers made products primarily within their own four walls, now those companies must manage a complex global supply chain. In an effort to support innovation, reach new markets, and reduce costs, many companies are leveraging third parties to outsource not only supplies and components, but also the actual manufacturing and distribution of finished goods.

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If NASCAR teams had to choose a capitol city, Charlotte, North Carolina, would be the most likely. With so many teams clustered around this city and its celebrated racetrack, savvy specialty suppliers have moved to the region to help NASCAR teams build speed and reliability into their race cars.

Nearly everyone finds it tough keeping the boss happy sometimes. But what if you had a steady stream of conflicting requests and competing deadlines coming simultaneously from two bosses or more? An increasing number of workers are finding themselves reporting to multiple bosses, experts say, and figuring out how to manage those who manage you comes with its own special set of demands—and opportunities.

Three special shows were broadcast LIVE from booths of our marketing partners at IMTS in Chicago. Each episode covered events of the show and demonstrations of our partners' latest products.

Current management regulations and standards stress the importance of making quality management a higher priority throughout all areas of operation. At Verse Solutions, we wanted to find out how quality managers are adjusting to that new mindset, and how they are using quality-based technology to achieve it. We surveyed more than 150 quality professionals to figure out just what they are—or aren’t—doing to better manage quality. Some of the results were surprising.

It’s no surprise to many consumers that some retailers and brands think that packaging—although necessary—isn’t really something to invest a lot of time, money, or effort in.

Consider the box. Many would look at it as an inconsequential container. It’s the thing you must rip, cut, tear, or surmount to get to what really matters—the item inside.

Part two of this four-part series on process capability concluded with Alan just about to meet Sarah for a second time. He thought he was making good progress with his analysis of Product 874 data until he was asked to assess process capability, even though it can’t be assessed for an unstable process.

In part one of this four-part series, we considered the basics of process capability, as witnessed through the learning curve of Alan in his quest to determine the product characteristics of the powder, Product 874. We pick up with Alan here as he prepares for his second meeting with his colleague Sarah, to discuss his preliminary results.

Gensler’s U.S. Workplace Survey 2016 is the latest in a series that builds on more than a decade of research. The company, an integrated architecture, design, planning and consulting firm, started that journey in 2005 by uncovering a link between a better-designed work environment and performance.