According to some studies, employee turnover can cost an organization about 33% of an employee’s total compensation, including wages and benefits. It also affects employee morale.

The plane landed, we began to taxi to the gate, and passengers started to shift in their seats. I took my briefcase from under the seat in front of me and placed it in the aisle. It’s a ritual I’ve repeated for years; I am sure everyone has their own process.

We have all experienced how frustrating it can be when an interaction with a company doesn’t materialize the way we expect.

When the subject of quality is discussed it’s a safe bet that many would suggest it needs to improve. Additionally, many consider that senior management is most responsible for that improvement.

This column may not be popular, and it may put some readers on the defensive. The focus isn’t entirely on America as it’s a global issue, but it certainly seems rampant today.

“It may sound like an older version of the iPhone,” writes Dean Marsman in Quality, “but it’s actually a very simple and helpful system that can make the fundamentals of lean manufacturing even clearer to both business owners and employees.”

If you’re a longtime reader of Quality, you’ll have seen our Leadership 100 ranking. Every year, we take a look at the quality programs at manufacturing sites around the country. 

When people criticize negative feedback, they often misunderstand what it means to be an effective leader. We are surrounded by books and articles advising leaders to inspire. 

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.