Eight years before COVID-19 hit, Peaker Services had a Pandemic Preparedness Plan in place.

Part 3 of "True Improvement vs Illusion of Progress," a presentation by Peter Scholtes.

Are you responsible for how a part of your organization prioritizes what must be done? If so, you must find a way to devote time to improvement.

Barbara Lawton explains the value and necessity of using the System of Profound Knowledge to improve; and the importance of making it accessible.

According to how the data are being reported, it seems like the pandemic is getting worse in India, despite the lockdown. Balaji S Reddie, founder of The Deming Forum India and a member of our Advisory Council, is using control charts to set the record straight.

"For Deming, instituting leadership meant creating management systems that allowed people to take pride in their work and that were consistent with the principles he expressed (understanding the organization as a system, understanding variation, etc.)."

#OutOfTheCrisis: Our weekly roundup of stories of hope, inspiration, and genuine collaboration in the time of COVID-19.

This video shows part 2 of a Russell Ackoff presentation from 2003 (see our previous post on part 1: Ackoff on Systems Thinking and Management).

Professor Doug Stilwell of Drake University takes a look at what we can learn from - and how we might address - the COVID-19 crisis using the Deming Philosophy.

First and foremost, we want to express our deepest sympathy to the people and families whose health and wellbeing have been impacted by the pandemic. We also want to thank those of you on the front lines – the healthcare workers, pharmacy staff, grocery clerks, truck drivers, government workers, and other unsung heroes who are […]