Business Management - Operations

During assessments of printing companies seeking feedback on the state of quality in their businesses, I’ve learned there are three kinds of work activities that can be observed.

Heidelberg's Supervisory Board and Management Board have decided to reduce the Management Board to CEO Rainer Hundsdörfer and CFO Marcus A. Wassenberg, and to create an Executive Committee. As a result of these changes, Prof. Dr. Ulrich Hermann is leaving the company.

The Toyota Production System has been the model for Lean implementation across the world since it was developed and refined. In Toyota Culture by Jeffrey Liker and Mike Hoseus, the authors reveal how Toyota selects, develops, and motivates people to commit to the goal of building high-quality products.

A longtime printing industry marketing and sales executive has joined the Specialty Graphic Imaging Association as VP of business development, and will oversee PRINTING United exhibitor and sponsorship partnerships.

Having worked closely with in-plants for many years, consultant Howie Fenton has come up with a nine-step model that he feels can help any in-plant meet its financial goals.

Komori has signed an agreement to acquire the MBO Group and make it a Komori subsidiary, subject to regulatory approval. Komori notes that it believes the two companies will be complementary to each other and will advance post-press equipment marketing.

How can you get the people on your teams to be accountable? You can use quick tricks to fix behavioral symptoms, like being late, or you can take a coach approach to leadership and encourage your people to self-reflect so they can solve their real problems. Here are steps you can take to be a better coach.

On Jan. 29, Vice President Mike Pence swore in Government Publishing Office (GPO) Director Hugh Nathanial Halpern as the 28th person to lead GPO since the agency opened its doors for business on March 4, 1861.

Facing continuous staffing pressures, in-plant managers have to accept succession planning as a full-time responsibility. The task starts with having a clear sense of what to look for in people being considered for hiring or promotion.

Losing key personnel is inevitable. By identifying and grooming management talent, and broadening employees’ skill sets, in-plant managers can prepare for vacancies — and ensure their in-plants continue even after they leave.