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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

Series of wooden gears in a horizontal line, each held by a person's fingers.

Why Did the Management System Allow the Failure?

In this guest post, John Hunter explores the questions management should ask when there’s a failure or problem, rather than blaming an individual.

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Image of Deming Chain Reaction - text: Improve Quality —> Costs decrease because of less rework, fewer mistakes, fewer delays, snags, better use of machine-time and materials —> Productivity Improves —> Capture the market with better quality and lower price —> Stay in Business —> Provide jobs and more jobs

Using Customer Feedback to Drive Continual Improvement

In this guest post, John Hunter focuses on how improving the quality of your products or services cuts costs.

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Part of a compass sitting on map grid lines, in yellow and sepia tones.

Beginning the Deming Journey: a Newbie’s Perspective

New to The Deming Institute, Christina Dragonetti describes the beginning of her Deming journey, reflects on a previous employer’s disaster when they only went halfway with Deming, and offers examples and tips for others early in their Deming journey.

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