Promoting a “flat hierarchy” with fewer layers of managers might sound modern and progressive. It promises agility, equality, and empowerment.

Quality initiatives rarely fail because of bad tools. They fail because people don’t adopt them.

There’s a lot of talk about automation these days, not just in manufacturing circles but also the news in general.

Software selection, implementation, and ongoing maintenance are critical stages in the life cycle of biomedical software systems such as asset and calibration management platforms.

At Ramirez & Co., a midsize business with decades of wins, leadership thought its biggest challenges were competitors, technology, and the market. Close, but no cigar.

Imagine a bustling conference room where employees aren’t just listening to lectures but actively experimenting with cutting-edge tools, tackling real-world challenges and discovering new ways to revolutionize their workflows.

It’s hard to balance all the demands that are placed upon you as a leader. Many of us default to dysfunctional ways of spending our time and energy.

In July 2024, CrowdStrike rolled out a software update that crashed more than 8 million Windows systems worldwide. The faulty release disrupted hospitals, grounded flights, halted banking operations, and affected government services.

 Most of us have been there. A deadline whooshes by, a teammate consistently shows up late to meetings, or someone just isn’t pulling their weight. And what do we often do? We avoid the conversation, hoping the problem will magically resolve itself.

In my Labor Day article, “Celebrating Our Frontline Scapegoats,” I observed that of the seven wastes, the one most people recognize is defects.