Enriching society through the Deming philosophy.
The Deming Philosophy looks at the world through a lens that is different from all others.
The Deming Philosophy, known as Dr. Deming’s “theory of management” and later his “System of Profound Knowledge,” represents a holistic approach to leadership and management. The philosophy brings together an understanding of variation, theory of knowledge, psychology and appreciation for a system.
The Deming System of Profound Knowledge® promotes transformation through an essential “lens” which will benefit anyone and any organisation. In short, the System of Profound Knowledge is a way for people and organisations to continually improve. As the leading proponent of Dr. Deming’s theories and teachings (including The 14 Points for Management, Seven Deadly Diseases, and PDSA), The Deming Institute is helping people bring quality, joy and success to their work and their lives through the Deming philosophy.
Deming will amplify your organisation’s success.
The Deming Management Method shows you how to look at your organisation in a new way. You’ll see the elements that make you successful, and how to make those things work even better. You’ll quickly identify what isn’t working, and use Deming tools to fix it.
It doesn’t matter what kind of business you’re in or what your job is – the Deming Management Method will help you:
Increase sales by understanding your organisation’s system.
Retain high-performing staff by instilling a sense of purpose and increasing job satisfaction.
Boost productivity and quality by focusing on improving elements of your system, which impacts the performance of your people.
SoPK, the Deming Management Method, consists of 4 key elements developed by management thinker and practitioner Dr. W. Edwards Deming. Those 4 elements are the means to virtually every outcome. They are also sharp lenses through which to view present and past circumstances, including data.
Appreciation for a System has many practical ramifications. One, for example, is that optimising a system is not achieved merely by optimising each of the component parts or departments.
In other words, most leaders are taught to require every department to do it’s best –even if that means it’s sole focus is optimising it’s own area. Ironically, this focus on optimising my own area results in sub-optimising the entire organisation.
In regard to Understanding Variation Deming taught that there are two types of meaningful variation. Each type requires VERY different actions. If we have not been taught about how to read a spreadsheet with the two types of variation in mind, we are likely to take the wrong actions and make the numbers next quarter and next year worse, not better. [Although, growing profits will hide the fact that a lot of profit was left on the table.]
Theory of Knowledge asks several important questions: How do we know if what we think we know is really so? How can we demonstrate that what we know is true and useful? How can we teach it to others? How can we learn more quickly, improve more effectively, and do so using rational thought to guide our actions?
If it turns out that some of the things we know only get short-term results, or make some things better and some things worse, then, shouldn’t we re-examine what we think we know?
The Psychology of leadership and management in today’s world is mostly about controlling and manipulating the behaviour of employees. Although incentives, threats, rewards and the like may result in short-term success, the research indicates that manipulation of people does little or nothing to improve the system in which they work and the processes they use.
But they are only about 20% of what Deming taught about how to be more competitive, effective, and successful.
The other 80% of potential for an organisation to be all that it can be is in the Deming Management Method –those 4 elements also known as the Deming System of Profound Knowledge®.
“There is no substitute for knowledge.”
W. Edwards Deming.
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