The Deming Institute

The W. Edwards Deming Institute®, a (501)(c)3 non-profit whose aim is "enriching society through the Deming Philosophy." RTs and mentions ≠ endorsement

[The Deming Institute @DemingInstitute]

What if most CEOs misunderstand their real job? Sheila Ronis shares what Deming taught leaders at Bell, Ford, and GM—and why decisions that look smart in one part of an organization can damage the whole system. Listen to rethink what leadership requires. https://t.co/V9IeKbJTRJ

[The Deming Institute @DemingInstitute]

What if the way you measure performance is making your organization worse? Explore Deming’s Points 7, 8, and 9 on leadership, driving out fear, and breaking down barriers, plus what they mean for KPIs, collaboration, and better management.
🎧 https://t.co/nEalPBwU3V

[The Deming Institute @DemingInstitute]

She wanted to do a good job. Instead, she spent days grading herself. CEO Steven Haedrich explains why performance reviews overlook the system shaping the work and hinder improvement. https://t.co/URNkpNkaG8 #Deming #SystemsThinking

[The Deming Institute @DemingInstitute]

What if your AI strategy is creating more risk than progress? John Willis joins Andrew Stotz to explain why AI is an organizational learning challenge, not just a technology shift & how Deming’s ideas on fear, feedback & systems can help leaders respond. https://t.co/Eedtx6QD3J

[The Deming Institute @DemingInstitute]

What if your cheapest supplier is creating your biggest costs? And what if problems are something leaders should welcome? Balaji Reddie explores Deming’s Points 4, 5, and 6 and why purpose, partnership, and better training change how work gets done. https://t.co/sXx2jGVagd

[The Deming Institute @DemingInstitute]

What if experience alone does not lead to learning? John Dues and Andrew Stotz explore Deming’s idea that “Experience without theory teaches nothing” and how planning and PDSA help turn assumptions into knowledge. https://t.co/wbg9o9jsGr

[The Deming Institute @DemingInstitute]

Is it possible to improve something too much? Bill Bellows explains why pursuing lower costs or less variation in isolation can create new problems, and why real improvement requires balance across the entire system. https://t.co/olS5udQQeA #Deming #ContinualImprovement

[The Deming Institute @DemingInstitute]

A Ford manager fired his whole inspection team, thinking that's what Deming meant by 'cease dependence on mass inspection.' He missed the point. New episode breaks down what Deming actually meant & so much more! https://t.co/uyPlWHelYT #Deming #QualityManagement

[The Deming Institute @DemingInstitute]

"Once you see it, you can't unsee it." A 5th-grade teacher just wanted to stop team arguments. He wasn't looking for Deming. Now he runs The Deming Institute. Jake Rodgers' journey is worth hearing. 🎧
https://t.co/g5fRaAUDUc

[The Deming Institute @DemingInstitute]

What if poor performance is really a sign that the system is working exactly as designed? Maggie Nichols explains why leaders must take responsibility for improving their systems and why Deming thinking is essential to real innovation. https://t.co/1gpmZcb7II

[The Deming Institute @DemingInstitute]

Why do good strategic plans fail to change results? John Dues and Andrew Stotz explore how daily management routines shape performance and how leaders can design systems that help organizations learn and improve. https://t.co/oauU0oBGgi

[The Deming Institute @DemingInstitute]

What happens when a company gets so focused on results that it forgets why it exists? Andrew Stotz & Balaji Reddie unpack Deming's 1st of 14 Points: constancy of purpose. Listen for stories on Harvard, pandemic pivots, and what business is really for. https://t.co/rCqPlU1FKs

[The Deming Institute @DemingInstitute]

What if you train employees and they leave? Michael Mower flips the script: what if you don't train them and they stay? A fresh take on why investing in people is worth the risk, no strings attached.
https://t.co/DXpqVWg86q

[The Deming Institute @DemingInstitute]

A five-year-old, a scooter that won't start, and a lesson in how real knowledge forms. Andrew Stotz and Balaji Reddie explore Deming's Theory of Knowledge and Psychology. Plus, did Deming really say "reduce variation"? https://t.co/dwqvFUoWEQ

[The Deming Institute @DemingInstitute]

What if great leadership isn't about bold plans, but fast learning cycles? John Dues & Andrew Stotz explain why leaders should test small ideas before scaling big ones, and how confidence often gets mistaken for real knowledge. 🎧 https://t.co/IwElu3jiWU

[The Deming Institute @DemingInstitute]

Why are so many leaders still talking about Deming in 2026? Because the Deming philosophy wasn't built for a different era. It was designed to help organizations learn, adapt, and improve in any era. https://t.co/YMQe9rVOkC

[The Deming Institute @DemingInstitute]

A cup of coffee is the result of thousands of connected decisions. So is every outcome in your organization. Balaji Reddie explains why systems thinking helps us see what others miss and ask better questions. https://t.co/AMNOqZsFNT

[The Deming Institute @DemingInstitute]

Org charts don't show how work gets done. Deming did. Learn to see your organization as a system and unlock smarter decisions, better flow, and real optimization. 🔑https://t.co/CWwMySKm1z

[The Deming Institute @DemingInstitute]

What if "best practices" are secretly holding your company back? Balaji Reddie explores Deming's "Heavy Losses" and why rankings, incentives, MBOs, and short-term thinking often undermine long-term success.
Real stories. Big eye-openers.
📷 Listen now. https://t.co/BUBw1knJH0

[The Deming Institute @DemingInstitute]

"If you think you're too small, you've not spent the night under a bedsheet with a mosquito."

Deming's leadership principles aren't vague. They're practical. In this episode, Balaji Reddie shares stories that challenge how we think about leadership. https://t.co/kapXOiuN4w