According to most doctors, walking is one of the best forms of exercise that people can do. Among other things, it helps lower blood pressure, improves mental health and reduces the risk of cardiovascular disease.

Over the years, just about all organizations have adopted a continuous improvement program, many based on lean principles. But there’s a key question that often never gets asked: How does a company know where to improve next?

Manufacturers face a plethora of challenges every day, regardless of where they are located and the industries they serve.

Construction equipment, farm tractors and other off-highway machines need more than just diesel engines, big tires and metal tracks to operate. They require hydraulic mechanisms to steer, raise booms, open buckets or tilt blades.

"Creative" and “lean.” Do those words go together? I have been a lean practitioner for more than 20 years, and I’ve never heard the phrase “creative lean.” But don’t we love those creative solutions? Don’t we get excited when an idea comes from out in left field and it works?

Keynote speaker says leadership by example is the key to sustaining a culture of continuous improvement.

Continuous improvement in manufacturing has been on Bruce Hamilton’s mind for many years.

Manufacturers vigorously seek out best practices because they can improve metrics, such as stock price, sales and profitability. There’s only one problem: Best practices are the actions that solved yesterday’s problems.