I had a discussion recently with someone who, for three decades, had been performing a statistical function at a large manufacturing company. He couldn’t understand why, in spite of excellent job performance reviews, his company had furloughed him indefinitely.

Picture a plant that requires inspectors, a team of rework staff, and a large area devoted to parts that need rework.

In his article for Computerworld, Paul Glen recounts that when most executives have told him that their operations require more accountability what they are really saying is that they need someone to blame.

You are leading an improvement team. Leadership wants fast results. So, you and your team need new ideas fast.

In May, thousands of quality professionals from across the globe gathered to attend ASQ's 2016 World Conference on Quality and Improvement.

During my courses preparing quality professionals to successfully take certification exams offered by American Society for Quality (ASQ), one topic that constantly comes up is the challenge of getting organizational management to support quality initiatives.

We all have goals. People and businesses—and even entire industries—make plans to achieve these goals. 

The management systems auditing community has recently engaged in a lot of talk about how to audit a quality management system (QMS) when there are minimal requirements for documentation in the ISO 9001:2015 standard.

It’s been said that for quality practices to make a real impact throughout an organization, the quality mindset must start at the top. 

The challenges facing business have always been daunting but they have increased exponentially in recent years.