In manufacturing, the term connected worker has quickly gone from emerging concept to executive mandate. As companies grapple with turnover, skill gaps, and increasing complexity, the urgency to modernize frontline work has never been clearer.

Most negotiations have an opening bid. That bid becomes the anchor that the rest of the negotiation centers upon. If you’re good at setting anchors—and avoiding being anchored to a number you won’t like—you’ll get more out of your negotiations.

Imagine this: A production line hums along smoothly. Operators clean and check equipment between cycles to spot problems before they snowball. No scrambling. No surprises. That’s what autonomous maintenance looks like.

In October 1989, my company hosted Total Improvement Process Week, one of the most productive experiences of my career.

It’s called “work” for a reason. Most days we’re able to “work” through it and find enjoyment in what we do. But occasionally we’re faced with a grind that saps our strength and threatens to derail us.

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.