Successfully run medical device companies are cross-functional.

The internet of things, or IoT, is a phenomenon that merges real-life devices with online control.

The Covid-19 coronavirus has developed into a widespread pandemic.

As the skills gap widens and more employees retire, decades of experience and company investment is predicted to walk out the door.

The Manufacturing Institute estimated that 2.4 million job openings in manufacturing—accounting for half of all open positions—will go unfilled between 2018 and 2028 as a direct consequence of the skills gap. This isn’t a future problem.

In a recent article I discussed the traditional 5S audit, shared a set of reservations, and offered some remedies—“The Five Tweaks,” as I called them.

For those in the manufacturing and industrial sector, what’s commonly known as the skills gap is a well-documented issue.

When the definition of power includes the “ability to exert influence,” then you’re also describing an element of leadership: knowledge. Take, for example, Ann Landers.

Do layered process audits drive real improvement in your organization? Or are they just another hoop to jump through for customers like General Motors and Fiat Chrysler?

Let’s talk about the 5S audit, a mechanism many companies use as their major means to stimulate employee creativity and trigger continuous improvement.