According to Shigeo Shingo, a subtle but important distinction exists between problem-solving and continuous improvement.

Metrology, the scientific study of measurement, has never been faster or more precise. Yet many quality problems that land on a CMM table were decided weeks earlier, when someone measured against a drawing that was no longer the approved one.

Who makes the better call: a manager with a wide-ranging career or a narrow one; a doctor who trusts their instincts, or one who sticks to clinical guidelines; a human recruiter, or an algorithm that assesses job candidates?

When hospitals treat device downtime as isolated, one-off incidents, they miss a critical opportunity to improve system reliability, manage long-term costs, and safeguard patient care.

A longtime raw-material supplier exits the market, and a manufacturer needs a replacement quickly. The new supplier completes a questionnaire, receives approval, and begins shipping. Months later, delivery slips and defects increase.

If you engage in a game of word association, chances are when you hear the term Formula 1, responses will be terms associated with speed: race car, acceleration, fast, momentum, velocity...

Recent cyberattacks on U.S. water and wastewater systems (WWS) are highlighting the escalating threat to our nation’s critical infrastructure and the practical challenges of securing it.

Before something important leaves the ground, someone has to be willing to ask an uncomfortable question: What could make this fail?

When the Covid-19 pandemic struck in early 2020, all the dithering about remote work stopped virtually overnight. Working from home wasn’t perfect, but people made it work.

In this article I’ll be looking at the shape of this question regarding complexity that comes from Plato. In the Euthyphro dialogue, Socrates asks whether a thing is pious because the gods love it, or the gods love it because it is pious.