Operations leaders usually have more maintenance data than they can use.

Ask anyone who’s bought a handheld 3D scanner with optical tracking system in the last few years about what sold them, and you’ll hear about speed. More points per second. Larger scanning areas. Faster data capture.

The healthcare technology management (HTM) industry is facing a looming labor shortage and must attract enough skilled professionals to meet future demand.

The complexity of today’s manufacturing operations and ever-evolving digital disruptions, including the biggest of all, artificial intelligence (AI), require standards that set the pace and keep organizations around the world aligned with what quality looks like. 

Every industry has blind spots. Sometimes the problem is not a lack of expertise, or even information, but of connection.

Manufacturers are exploring artificial intelligence, but most are still struggling to scale it across operations.

Walk into almost any factory, hospital, office, or warehouse, and you’ll likely encounter tier boards with a familiar set of colors: green, yellow, and red. Green means good. Red means bad. And yellow? Well, it has… some issues.

Speaking with experts who love their jobs usually makes you aware of two things simultaneously: 1) how much you don’t know, and 2) how much you’d like to know. My conversations with Prashant Darisi and Vick Vaishnavi were no exception.

The next advantage in business will come from leaders who can manage machine labor as deliberately as they manage people. Professor Ethan Mollick at Wharton fram

Every boardroom has heard it. Every procurement checklist includes it. Every investor deck now features it somewhere between the mission statement and the revenue model. “AI ethics” has become the term that signals seriousness without necessarily delivering it.