We live in a world where problems aren’t just growing—they’re evolving into ever-more complex challenges. During the 20th century, we pushed the boundaries of innovation, creating complicated systems that demanded structured problem-solving approaches.

In the world of operations and quality management, the pressure to act quickly can feel overwhelming. Senior executives are constantly racing against time to meet customer demands, solve problems, and keep shareholders satisfied.

In this article, I’m exploring complexity through the lens of George Spencer-Brown’s Laws of Form (Cognizer Co., 1994).

So much has changed since I walked onto the Gaithersburg, Maryland, campus of the National Institute of Standards and Technology (NIST) almost three years ago to begin my term as its director and U.S. Commerce Undersecretary for Standards and Technology.  

Recent labor relations controversies and ongoing arguments about the minimum wage have raised questions as to how a supply chain should share the utility it produces.

A recent Inc.com blog post by Jessica Stillman discusses Malcolm Gladwell’s ne

Gemini, O1, Grok, Claude, Llama, Yi, and Mistral: The number of large language models (LLMs) seems to have grown exponentially since OpenAI’s ChatGPT burst into the public consciousness in late 2022.

Unplanned equipment downtime costs manufacturers an estimated $50 billion annually, according to a study by Deloitte

In manufacturing, especially in assembly systems, every operation plays a role in shaping the quality of the final product.

In today’s highly competitive global markets, lean manufacturing is no longer something that’s nice to have—it’s a way of life.