How can a QMS help your organization to achieve a strategic culture of quality? What can you learn from the unique challenges other organizations face in different industries? 

It is a cold hard fact that steel production in Europe can hardly be made economically viable unless manufacturing facilities use the very latest equipment and technology. And there is no alternative to operating 24/7.

Sometimes adopting lean manufacturing means adding more people to a process. Eric Ethington, a lean product and process development coach, previously worked in the auto supply business. In a pump assembly product line, the typical cell had six operators.

I was at the Delta customer service counter at LAX a couple years ago, dealing with yet another air travel fiasco from my life on the road.

Before a recent boxing match, a trainer had his fighter repeat “I’m the man! I’m a tiger! I’m a beast! I’m invincible!” That motivation was effective until shortly after the bell. About two minutes after the match began, the fighter was KO’d by his opponent who actually knew how to box!

It’s rare that managers, or even most quality auditors, discuss how closely tied the findings of manufacturing audits are to the long-term ability of their companies to compete in this highly competitive market.

Without data, you’re just making your way in the dark. Isn’t it time to learn more?

I learned a long time ago that quality standards, issues and performance are goals people can rally around, unlike other goals like cost reduction or productivity improvement.

Team is defined in Webster’s New World Dictionary as “joint action by a group of people in which individual interests are subordinated to group unity and efficiency.” When reading this, I am reminded of the comments from a member of one of our early teams about the challenges the team has experienced.

Daniella Picciotti still remembers her first auditing experiences. On a supplier audit with more senior colleagues, it was difficult to determine her role.