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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 ...
Read More 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 ...
Read More 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 ...
Read More 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, ...
Read More 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, ...
Read More 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 ...
Read More Deming Institute Blog
People Copy Examples and Wonder Why They Don’t Succeed
By John Hunter, author of the Curious Cat Management Improvement Blog (since 2004). People copy examples and then they wonder what is the trouble. They look at examples and without…
What Schools Can Learn from Dr. Deming’s Philosophy by Andrea Gabor
By John Hunter, founder of CuriousCat.com. Andrea Gabor authored The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America and has been studying education for…
Data are not taken for museum purposes; they are taken as a basis for doing something.
By John Hunter, author of the Curious Cat Management Improvement Blog (since 2004). Scientific data are not taken for museum purposes; they are taken as a basis for doing something….
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March 19, 8:30am - 4:30pm
Southern Utah University Great Hall