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.

A vital concept from the chemical process industry, management of change (MOC) relates primarily to safety.

Organizations often face a familiar dilemma: It’s not a shortage of good ideas, but a struggle to decide which one to pursue first. During project prioritization meetings, leaders are likely to present a wide range of perspectives.

Over the years, there have been many developments in systems and technologies that have helped industries redefine how businesses are structured.

Everybody wants to have good measurements. To this end, many recommend a regular schedule of recalibration. While this sounds reasonable, it can actually degrade the quality of the measurements.

Imagine you’re a student trying to pass a challenging class, one where the entire grade rests on the big test at the end of the semester. Fortunately, the professor handed out a syllabus that outlines exactly what will be on that final exam.

Cutting costs is nothing new in manufacturing. What’s new is having to do it while juggling labor shortages, supplier delays, and tighter customer demands.