Performance rarely collapses with fanfare. More often, it flatlines quietly; sales soften, productivity slows, priorities blur, and yet teams run hard without moving the needle.

Quality has always been a defining metric in manufacturing when it comes to industry trust, brand longevity, and customer loyalty. Manufacturers are already expected to abide by stringent regulations.

In 2021, container ships idled for weeks outside the Port of Los Angeles, a stark visual reminder of just how fragile modern supply-chain reliability had become. The backlog sent shockwaves across industries.

T he year 2025 has been rife with uncertainty for industrial automation OEMs and their customers. A cataclysmic shift in U.S.

The role of quality leaders, and quality itself, is expanding. It includes thinking strategically, solving problems, implementing improvements, and driving change throughout the organization.

For decades, the one-dimensional (1D) barcode, the familiar pattern of black lines found on virtually every product, has been the universal language of global commerce.

When most people think about work, fun probably isn’t the first word that comes to mind. Deadlines, meetings, and spreadsheets? Sure. But laughter, camaraderie, and a little silliness? That often feels like a luxury, not a priority.

I had a great conversation with a friend of mine. He was bemoaning the fact that his company was almost completely dependent on one huge customer. He saw the inherent risks in that relationship but confessed that his organization had a bad habit it couldn’t kick.

Growing up in Pittsfield, Massachusetts, I witnessed firsthand the heartbeat of American manufacturing. I remember the hum of machines, the rhythm of assembly lines, and the pride of workers crafting products that powered industries across the nation.

I grew up outside Pittsburgh, widely known as “Steel City.” Although the city is no longer the center of steel or heavy manufacturing in America, its past remains a proud part of its identity.