Traditional corporate hierarchies tend to rely on static design. There’s the CEO at the top, followed by directors and managers. Red tape and inefficient processes can bog down decisions. 

Volatile markets, challenging consumer demands, and the technological disruptions resulting from digitization and Industry 4.0 are producing unprecedented rates of change.

On the May 4 episode of QDL, we discovered that love is a key component to winning a Baldrige Award, learned how to be more efficient at work, and discussed how great art helps us to really see our processes. Here is an up-close look:

A couple of weeks ago I posed the question, “Are you overproducing improvements?” and compared a typical improvement “blitz” with a large monument ma

The greatest challenge I have each year when I return from the Baldrige Program’s annual Quest for Excellence Conference is prioritizing the most important messages for me and my organization, whether tha

The great surprise for people with good ideas is the gap between how an idea feels in their minds and how it feels when they try to put the idea to work.

Grace Swanson, vice president of human capital at Accumold, a leading micro-molding plastics injection company located just outside Des Moines, Iowa, knows the field of standards well.

Limiting first-year medical residents to 16-hour work shifts, compared to “flexing” them to allow for some longer shifts, generally makes residents more satisfied with their training and work-life balance.

The AIAG-VDA FMEA Handbook committee and everyone who responded to the request for comment on the proposed AIAG-VDA failure mode and effects analysis (FMEA) manual must be applauded for their efforts. Harmonizing the VDA and AIAG FMEA methods is not an easy task.