Although he seems like the consummate quality professional, James Bossert ended up in the quality profession by chance. Today he’s spent more than 35 years in industries from automotive to cell phones to healthcare and consulting. His career has brought him around the country, and around the world. He’s worked in Texas, Michigan, Arizona, North Carolina and New York. Along the way, he’s written two books and edited four. 

Quality sat down with Eric Hayler, past chair of ASQ and Lean Six Sigma Master Black Belt, BMW Manufacturing, to discuss his work as ASQ’s 2017 chair and his work now as past chair.

Greg Mann doesn’t want to brag. Although he’s proud of the company’s work, he isn’t satisfied. “We’re just getting started,” says Mann, the operations manager at Accurate Gauge & Manufacturing (Rochester Hills, MI). 

Some companies make high quality look easy. One of our top companies has never been late for a customer delivery in 11 years of business. Another has a quality manager with 40 years of experience. Others always seem to be preparing for their next certification audit. 

If you’re curious about what your colleagues are doing, now’s your chance to find out. How does your position compare to others in the industry? What do your peers think of their work? And exactly how much are they making?

If you have a problem, you want to have Katherine Cox around. The senior quality assurance director of medical device startup Procyrion is known for her calm problem solving manner, collaborative attitude and straightforward approach to quality.

If you aren’t excited about manufacturing today, you might need to visit Mississippi. There you’ll find the PACCAR Engine Company (PEC) plant, where process improvement has been a constant since its launch in June 2010.

Quality professionals are gearing up for another year of spending—on everything from CMMs to software to services—and most of you will be starting now. The first quarter of 2017 is spending season for quality professionals, and January in particular is the big spending month.

Paul W. Critchley saw the power of lean as a plant manager at a growing medical device company. As the orders increased, every day the two-person shipping department struggled to make deadlines, getting in at 6:30 a.m. and rushing all day in order to make the UPS truck deadline at 5 p.m.

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