Deming Today
It’s time to take a look back at our 30th Anniversary Year. For the first two decades of our history, passionate volunteers were the driving force behind the Institute. As we celebrate 30 years of service, we are profoundly grateful for the remarkable partners, enthusiastic volunteers, and generous donors within the Deming community who have […]
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Marty Laurent describes how he took Deming thinking into a GM plant. He adapted to meet the local conditions and, over nine years, his team achieved tremendous success. (Part 2 in a 4-part series.)
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The aim of this article is to specifically address the topic of competition among schools and districts as a means to improve the performance of the education system. (Hint: it doesn’t work!)
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How does Deming apply to the cybersecurity world? This guest post by Brian Barnier shows how systems thinking can help cybersecurity professionals outthink the enemy. (This is part 2 of a 2-part series.)
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The phenomenon of “quiet quitting” (also called “employee disengagement”) is frustrating leaders and managers across industries. But looking at the problem through the Deming lens means finding workable solutions that can strengthen relationships.
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“Deming helped me not be a victim of the system.”
This is the second of two articles about Deming in education, based on an interview with David P. Langford. In this
Dr. Deming believed everyone is entitled to joy in work, and extended that to education as well. David P. Langford has worked to implement Deming in schools and education systems around the world, and in this first of two posts about his work, Christina Dragonetti relates how he got started and the impact of introducing the Deming philosophy – based on joy in learning – into classrooms.
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We are excited to announce that after nearly a year, our podcast has returned. Learn more about our new host, our first few episodes, and our ambitious plans for the podcast.
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In this guest post John Hunter reviews “Transforming Resident Assessment: An Analysis Using Deming’s System of Profound Knowledge” and discusses how evaluations often lead to bad data.
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Our team had a common problem: weekly staff meetings were disorganized, a little frustrating, and almost always lasted longer than one hour. Like ill-fitting shoes, they served to keep our feet dry but made running difficult. Recognizing a change was needed, we turned to the process improvement tool devised by Dr. Deming: Plan-Do-Study-Act (PDSA).
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