Kevin McManus 

Performance by Kevin McManus

Train wreck
It is one thing to run equipment to failure in a manufacturing setting. It is much more egregious to run equipment to failure in the general community. The potential risk associated with one far outweighs the other.

Paul Engle 

Management by Paul Engle

Seeing red can be good
Ignoring or hiding problems may be politically expedient, but it ultimately carries far higher negative consequences for all involved. One of your most important project management skills is delivering negative news to management and senior leadership who may not want to hear it.

Amanda Mewborn 

Health Systems by Amanda Mewborn

Google Glass, blue boxes and big data
"Big data" has been a buzzword in healthcare for the past couple of years as people grapple with how to convert the loads of data we have into information that facilitates better decisions. Use of the data real-time also has been a big topic, as quick feedback can allow care providers to shift course and make decisions based on more data. And while we have a lot of data, not much of it is based on processes.

Paul Templin 

Manufacturing by Paul Templin

Managing uncertainty
As manufacturing or supply chain engineers, we strive to limit change by rigidly following structured bills of material and process documentation. Escalation plans always should be in place and gauges should be calibrated and assessed. Through a change control process that requires qualification builds, oversight and review, we manage “necessary” change.

Ricardo Valerdi 

Systems Engineering by Ricardo Valerdi

Why architectures matter
As technologies increase in complexity, the idea of an architecture becomes more abstract. But it is precisely these situations that benefit most from well-documented structures that can be used for planning and implementation.