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The Deming System of Profound Knowledge® (SoPK)

The Deming System of Profound Knowledge® (SoPK) is the culmination of Dr. W. Edwards Deming's lifelong efforts to define a comprehensive theory of management which embraces his 14 Points for ...
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Dr. Deming’s 14 Points for Management

Dr. W. Edwards Deming offered 14 key principles for management to follow to improve the effectiveness of a business or organization significantly. The principles (points) were first presented in his ...
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Seven Deadly Diseases of Management

While the 14 Points for Management can be said to express Dr. Deming's philosophy of transformational management, his Seven Deadly Diseases of Management describe the most serious barriers that management faces to improving effectiveness ...
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PDSA Cycle

The PDSA Cycle (Plan-Do-Study-Act) is a systematic process for gaining valuable learning and knowledge for the continual improvement of a product, process, or service. Also known as the Deming Wheel, ...
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Red Bead Experiment

Beginning in the early 1980s, Dr. Deming used his infamous Red Bead Experiment to clearly and dramatically illustrate several points about poor management practices, including several of the Seven Deadly Diseases, ...
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The Funnel Experiment

The Funnel Experiment was devised by Dr. Deming to describe the adverse effects of making changes to a process without first making a careful study of the possible causes of the variation ...
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Deming Institute Blog

When is a system not a system?

When is a System Not a System?

Is there such a thing as a broken system, or are the undesirable results evidence of a system performing precisely as intended? In this guest post, Dr. Doug Stilwell explores the nature of systems.

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A Look Back At 2023 – Our 30th Anniversary Year

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…

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Reconsidering the Impact of Systems

In this guest post, Dr. Doug Stilwell explores a transformative encounter with a student on the dual nature of systems, and how his thinking shifted.

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