{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training
Brian Hughes

President

Sologic

Brian Hughes began his career in corporate accounting in 1996, where he was engaged in process improvement initiatives. His introduction to root cause analysis during this time sparked a lifelong passion for problem-solving and organizational learning. After co-founding Sologic in 2011, and becoming president in 2022, he has helped to drive Sologic’s evolution beyond root cause analysis into areas like failure modes and effects analysis (FMEA) and human and organizational performance (HOP). He is passionate about building community and connections with clients, colleagues, other consultants, and even competitors, fostering collaboration and shared growth. Outside of work, he is an avid musician, plays bass guitar, and enjoys building, riding, and maintaining bicycles.

Thu, 11/06/2008 - 19:16
Bringing RCA and HOP TogetherA unified approach to organizational learning
Mon, 01/27/2025 - 00:03
We live in a world where problems aren’t just growing—they’re evolving into ever-more complex challenges. During the 20th century, we pushed the boundaries of innovation, creating complicated systems that demanded structured problem-solving…
To Root Or Not To Root: Part 2
Wed, 11/26/2008 - 09:41
Part one of “To Root Or Not To Root,”presented a dilemma that many managers face all too often. Regardless of approach, does a problem warrant a full-blown root cause analysis? A scan of the comments to part one indicates that root cause analysis…
To Root or Not To Root: Part 1A case study
Thu, 11/06/2008 - 19:16
Jodi Ullman glanced at her watch: 10:25 a.m. She pushed back from her desk, stood up, and stretched—after first peeking out the door of her office toward the cubical maze to make sure no one was watching. She’d been staring at the screen of her…
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us