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 →
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
Taking Deming into the 21st Century – and Beyond
Introducing a unique new way to learn Deming online! DemingNEXT offers exclusive courses designed by Deming and adult learning experts.
The Insanity of Extrinsic Motivation
In this post, Doug Stilwell shares the story of his friend’s annual sales competition and asks: Is everyone motivated to work harder if they might win a trip to Hawaii? Does the competition result in more overall sales for the company?
Quiet Quitting From a Deming Perspective
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.