Dwayne Duncum’s picture

By: Dwayne Duncum

The workplace has changed forever, having gone through a revolution similar to the Industrial Revolution. Our workplaces are diverse, complex, and frequently changing. If we take any lesson from the Covid pandemic, it’s that the way we work, where we work, and how we work have fundamentally shifted.

Likewise, we’re altering the way we manage workplace hazards. How we assess hazards, manage risks, and communicate about them and their control measures have changed. This revolution is enabled by technology, specifically mobile technology.

Why managing workplace hazards is important

Understanding workplace hazards and having effective controls for them is a basic right for all employees and the responsibility of every employer. Here are a few tips that have helped me manage workplace hazards. The goal is simple: Workplaces should be safe, healthy environments where human ingenuity and creativity can flourish.

Tip 1: Identify workplace hazards

Simplicity is the secret weapon when identifying workplace hazards. Documenting hazards is an ongoing activity, and incorporating hazard identification feedback loops into your daily activities is important.

Etienne Nichols’s picture

By: Etienne Nichols

I know what you’re thinking. You’ve got a medical device prototype that the FDA has categorized as Class I. You’re ready to push forward to manufacturing or marketing the device, since there are no formal requirements for design controls. “So why would I waste time on design controls?”

The fact is that, regardless of regulatory requirements, design controls are massively important to developing safer devices that fulfill user needs and improve the quality of life.

Don’t believe me? Here are three reasons you still should perform design controls, even if they aren’t required for compliance.

Factoring in exceptions to FDA design-control exemptions

The FDA mandates design controls in its quality system regulation (QSR) 21 CFR Part 820.30 as part of its current good manufacturing processes (cGMP). The regulation also states that design controls are required for all Class II and Class III devices, and requires manufacturers to establish, maintain, and document procedures for design controls.

Multiple Authors
By: Sam Hunter, Gina Ligon

There’s a well-known aphorism that generals are always fighting the last war. It’s a natural human tendency to focus on the kinds of threats you’re used to while playing down the likelihood or importance of some new sort of attack.

Diana Blazaitiene’s picture

By: Diana Blazaitiene

Pandemic fatigue, tense geopolitical situations, and increasing professional burnout might all lead to employees ghosting—or completely cutting off all communication without any explanation—their employers.

Tom Taormina’s picture

By: Tom Taormina

Chipmunks live in wooded areas, scurrying around outside and feeding on nature. Mice burrow into walls and attics, looking for nesting material and food. They’re considered pests because they leave their nasty droppings where we live. So for many of us, chipmunks are cute but mice are repulsive. On the other hand, there’s probably an equal number of people who keep mice (and chipmunks) as pets. It’s all a matter of perception and personal choice.

In the business world, however, perception is 90 percent of reality—not a matter of personal choice.

You get only one chance to make a first impression. I certainly have my own proclivities that cause me to categorize people based on a first impression, whether it’s based on looks, their voices, or the words they use. These filters come from a lifetime of meeting individuals and evaluating whether my first impressions were validated over time. I’m sensitive to my own prejudices and try to avoid using first impressions as a filter for whether to continue an exchange with someone.

OpusWorks’s picture

By: OpusWorks

Over two days, engage in eight unique best practice sessions with 11 process improvement and thought leaders at S.O.A.R. 2022, OpusWorks’ annual virtual conference.

Designed to present highly actionable information and game-changing strategies from highly experienced and inspiring human beings, S.O.A.R. will enable you to better lead your organization-wide transformation by showing you how to:

Systematize processes
Operationalize excellence
Accelerate scaling
Resolve to innovate

Day One Agenda, Wednesday, September 28, 2022

10:00: Rapid Scaling with OpusWorks in 2022

Rob Stewart, OpusWorks CEO
Dan Rice, OpusWorks COO
Vickie Kamataris, Chief Content and Delivery, MBB,  OpusWorks Institute (OWI)

After Rob kicks off S.O.A.R. 22, Dan and Vickie will provide their perspectives about the OpusWorks solution set in the context of today’s challenges. They will also update attendees on what’s new from OpusWorks since S.O.A.R. 2021:

Theodore Kinni’s picture

By: Theodore Kinni

Conventional wisdom holds that disruptive innovation is beyond the ken of large, incumbent companies. But then there are companies like Microsoft, which transformed its ubiquitous Office software suite into the Office 365 subscription service.

“If Microsoft had done that as a startup, it would be a multi-unicorn,” says Andrew Binns, a founder and director of the strategic innovation consultancy Change Logic. “Office 365 is a whole new business model, but nobody talks about it as disruptive innovation.”

Binns—along with Charles O’Reilly, a professor of organizational behavior at Stanford Graduate School of Business, and Michael Tushman of Harvard Business School—finds that more established companies are overcoming the obstacles to innovation with the help of what they call corporate explorers. Corporate explorers are managers who build new and disruptive businesses inside their companies. Sometimes with a formal mandate, sometimes not, they use corporate assets to support and accelerate the development of these new ventures.

Harish Jose’s picture

By: Harish Jose

In today’s column, I’m looking at the Ohno Circle in light of German philosopher Martin Heidegger’s ideas. I’ll try to stay away from the neologisms used by Heidegger and will only scratch the surface of his deep insights.

One of the best explanations of the Ohno Circle comes from one of Taiichi Ohno’s students, Teruyuki Minoura, the past president and CEO of Toyota Motor Manufacturing North America. He had firsthand experience of it. Minoura noted: “Mr. Ohno often would draw a circle on the floor in the middle of a bottleneck area, and he would make us stand in that circle all day long and watch the process. He wanted us to watch and ask “Why?” over and over.

“You may have heard about the five ‘whys’ in TPS. Mr. Ohno felt that if we stood in that circle, watching and asking why, better ideas would come to us. He realized that new thoughts and new technologies don’t come out of the blue—they come from a true understanding of the process.

Bryan Christiansen’s picture

By: Bryan Christiansen

CNC (for computer numerical control) machines have made manufacturing easier, faster, and more precise. Supported by the development of IoT technology, the CNC machine market is set to experience significant growth. With that in mind, this seems like a great time to discuss the intricacies of CNC maintenance.

Read on as we discuss the importance of proactive CNC machine maintenance, list common challenges you’ll need to watch out for, and share our best tips for staying on top of CNC machine maintenance.

We’ll round things up with a periodic maintenance checklist for those who want to put the advice into action ASAP.

The importance of proactive CNC machine maintenance

CNC machines are a critical piece of equipment in many manufacturing facilities. When a CNC machine breaks down or has a severe fault, the whole manufacturing process must halt until the problem is rectified. Unexpected manufacturing downtime reduces productive output, leads to excessive idle time, and causes bottlenecks in the supply chain.

Kate Zabriskie’s picture

By: Kate Zabriskie

Despite our best efforts, it’s not as easy as it looks to get the job training equation right.

“I learned so much during orientation. It’s too bad I won’t use most of it for six months. I took some notes, but I’m sure I won’t remember half of what they told me to do.”

“I’m overwhelmed. I learned a new piece of equipment today. The person showing me what to do knew everything. The problem I had was the deep dives. He spent so much time on troubleshooting techniques. It was just too much for my first day.”

“I can follow the steps, but I have no idea why I’m doing what I’m doing. I sort of feel like a trained monkey. I hope nothing goes wrong because I will have no clue how to fix it if something does.”

These are just a few comments you might hear after someone's first week on the job.

We train too early, we train too much, or we make a host of other errors. Although some of us learn from our mistakes, many of us practice a cycle of rinse and repeat as we make the same blunders year after year. It doesn’t have to be this way. With some careful planning and follow-through, you can avoid problems many people will encounter again and again.

Strategy 1: Keep training relevant and immediately applicable

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