Operations & Manufacturing

Learn to operate from two observation points simultaneously and to outsource at home.

All sorts of U.S. industries, including education and car manufacturing, sell their products and services to international customers.

Whether they’re selling concrete or chocolate, CEOs can still look to five steadfast rules.

Although manufacturers can derive some short-term benefits from unauthorized retailers, outright bootlegging is harmful to profits and reputation.

The trend of manufacturers replacing human labor with machines isn’t restricted to the West.

As they adapt to the shifting geography of sales and technological disruption, the companies that provide auto parts, components, and systems must reevaluate their product portfolios.

While automakers pour millions into winning the autonomous vehicle race, they run the risk of ignoring the more imminent threats that could sink them before the technology becomes pervasive.

If U.S. manufacturers were willing and able to fill the many open positions, employment in that sector would come back naturally.

The high-end grocery company is using its newly formed 365 chain to experiment with new business practices.

Although fewer people are working at factories in America, output has been rising.

Global businesses are about to integrate their operations into a seamless digital whole, and thereby change the world.

The manufacturing chief describes how an industrial powerhouse founded in the 19th century is using software, sensors, and savvy to create a digital manufacturer that can thrive in the 21st century.

An s+b Roundtable: Highly focused and diversified, this industrial company grows through acquisition, customer-facing innovation, and continuous improvement.

Flexible, adaptive supply chain management is an overlooked but vital component of a company’s overall innovation strategy.

Eli Goldratt’s theory of constraints can help leaders better pace and sequence change management programs.

Honda’s practice of learning from errors had to change when failure became deadly.

Organizations are moving forward along an evolutionary spectrum, toward self-management, wholeness, and a deeper sense of purpose.

The success of projects involving several stakeholders can depend on achieving the right balance of internal and external contributions.

Is it time to add chief operating officers to the list of endangered species?

Large companies are recruiting an increasing number of top executives with experience in supply chain management. But the financial payoff remains elusive.