The news that General Electric ousted CEO John Flannery was surprising to many of us, and

Measurement devices in manufacturing facilities are as ubiquitous as Skittles in trick-or-treat bags. Some companies have thousands of devices in their inventories and depend on them to provide accurate information.

I am writing today about “bootstrap kaizen.” This is something I have been thinking about for a while.

It takes guts to come to the heart of high tech, in San Francisco, and preach a message that is about putting people—women, no less—onto the assembly lines of America’s factories.

Traditionally, managers have relied on the annual performance review to provide employees with feedback.

It finally came to me last week. For more than a decade I’ve been working with corporations, trying to help them accelerate their ability to generate new, interesting ideas to market as viable products and services.

Have you heard this? “Just because this department is a bit dingy—and it’s sometimes harder than heck to get the scoop on things—doesn’t mean it’s a bad place. Good work happens here.

I am a quality manager by profession. Thus, I think about quality a lot. How would one define “quality?” A simple view of quality is “conformance to requirements.” This simplistic view of quality lacks the complexity that it should have.

The fourth industrial revolution is upon us.