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.
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.
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!