Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.

An organization can take time, effort, and countless resources to create an intricate quality measurement system, but it will never help the business reach its goals unless that measurement system aligns with the ...

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Andrew Downard, director of supply chain at Newell Rubbermaid, discusses how the organization’s sales and operations planning (S&OP) initiative has secured long-term executive support and sustained its ...

One of the most important, if not the most important, elements to effectively implementing business process management (BPM) is connecting individual workers to processes and BPM objectives.

At Northrop Grumman, "value stream" is more than a business buzzword; it is a way of thinking that aligns the work of every employee with the strategic goals of the organization.

To effectively implement any change, an organization needs to secure buy-in and feedback from the employees and other internal individuals who will be affected by the change.