For years, researchers have known that our physical and mental well-being improves when we freely give our time to help others.

The manufacturing community has long struggled with finding skilled workers, citing, among other things, the misconceptions that manufacturing jobs underpay, are monotonous, and involve working in dirty factories.

With GBMP’s 18th annual Northeast Lean Conference on the horizon, I’m reflecting on our theme, “Amplifying Lean—The Collaboration Effect.” The term collaboration typically connotes an orga

‘The experience was magical.

One thing is clear about the future of work: Hybrid work arrangements are becoming the norm for many organizations. And no matter the industry, the concerns involve the same five “C” challenges: communication, coordination, connection, creativity, and culture.

The monumental battle over remote work is heating up this summer as more traditionalist business leaders demand that their employees come to the office much or all of the time.

As labor becomes more costly and emerges as a major bottleneck for many manufacturing and service industries, improving labor productivity is an obvious priority.

According to a survey of a broad cross-section of CEOs, the Foundation for the Malcolm Baldrige National Quality Award noted that “deploying strategy is three times more difficult than developing strategy.

Work has become an around-the-clock activity, courtesy of the pandemic and technology that makes us reachable anytime, anywhere. Throw in expectations to deliver fast and create faster, and it becomes hard to take a step back.

In an ideal world, a project economy would empower people with the skills and capabilities needed to turn ideas into reality. In that world organizations would deliver tremendous value to exceed stakeholders’ expectations by successfully completing projects.