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
Joy in Learning: Deming in Education (part 1)
Dr. Deming believed everyone is entitled to joy in work, and extended that to education as well. David P. Langford has worked to implement Deming in schools and education systems around the world, and in this first of two posts about his work, Christina Dragonetti relates how he got started and the impact of introducing the Deming philosophy – based on joy in learning – into classrooms.
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.
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.