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This study aims to describe and analyze the implementation of Deming Model-based performance management (PDCA) in PT. Bintan Jaya Samudra.  The research uses a type of descriptive research with a qualitative approach. Data collection was carried out through observation and interviews. The sample used was purposive sampling. The informant in this study is Mr. Ruslan Jumas as the president director of PT. Bintan Jaya Samudera. The data analysis used in this study uses descriptive analysis using triangulation techniques and sources. The company plans by emphasizing discipline and carrying out internal training for each employee which has then been carried out and will later be evaluated periodically and followed up.  The results of the study show that the implementation of the Deming Model in PT. Bintan Jaya Samudra is not applied perfectly, especially in the follow-up section (Act) because this company only gives bonuses to employees who manage to achieve the target but there is no punishment for employees who do not reach the target.

This study aims to describe the implementation of the Deming Model performance management (PDCA cycle) at the Tanjungpinang City Satpol PP office. The type of research used is descriptive research with a qualitative approach, with data obtained through in-depth interviews with Mr. Ray as secretary, and staff involved in daily operations, as well as direct observation. Data analysis uses thematic analysis techniques that include three main steps: data reduction, data presentation, and conclusion drawing. The results showed that the implementation of the PDCA cycle at the Tanjungpinang City Satpol PP office has had a positive impact on improving organizational performance. Through structured stages from planning (Plan), implementation (Do), checking (Check), to corrective action (Act), the Satpol PP Office is able to plan and implement policing programs more effectively and efficiently. However, there are obstacles such as lack of training, budget limitations, and suboptimal coordination between sections. Performance evaluation needs to be improved in terms of more integrated measurement and monitoring. The implications of this study emphasize the importance of coordination and systematic evaluation for continuous improvement.