Who We Are

Aim

The fundamental aim of the DLN is "Continual Organisational improvement through the application of learning"

The aim of the international Deming community is learning and through the extension and sharing of learning, to contribute to:

  • the modernising of management in Government, Education and Commerce,
  • improvement in the effectiveness of all organisations,
  • the advancement of justice, peace and prosperity.

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Vision Statement

To be the leading Scottish Centre for the development, exchange and application of knowledge to transform organisations

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DLN Values

There is a full description of our values in the file DLN Values

A precis of our values are:

  • We believe in success - for our members and the DLN
  • We value applied knowledge - the identification and questioning of underpinning theories and the more complex challenge of the application of those theories
  • We value learning - both the individual and the organisation - through thought, research and experimentation (PDSA)
  • We value the individual - he/she cannot be forced or extrinsically motivated to learn or participate - conversely we value personal discipline.
  • We value the organisation - its unique challenges
  • We value the network - for its support - that we put in as much as we take out - we will nurture, harbour and develop its energy, which is predominately voluntary.

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The DLN System

Traditional learning reflects a linear system. An individual who knows imparts knowledge to a student who wishes to learn, short term understanding is tested and then there is a disconnect

The DLN sees learning as cyclical dynamic long term system with everyone contributing to the learning and teaching process. Practical managers learn from conceptual thinkers and visa versa, etc etc

We portray our learning system from the perspective of the interdependence between conceptual thinkers, practical managers, facilitators or consultants and organisations themselves - See The DLN System.

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How to Join and Costs

To join the network or make any kind of enquiry please contact Gordon Hall Tel: 01358 721258 e-mail g.hall@dln.org.uk

You may join the network as an organisation or as an individual.

Costs of Annual Membership

For the Individual £75
International & Individual $100

Membership for the organisation varies relative to the number of employees

Employees Annual Membership
2-25 £150
26-250 £300
over 250 £500

The above sums may be paid annually or monthly by direct debit. Cheques should be made payable to The Deming Learning Network Ltd and posted to David McAra, Financial Director, Drynie Park, Maryculter, Aberdeen AB12 5GL.

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Contacts and Directors

Contacts

General Enquiries
Gordon Hall
e-mail: g.hall@dln.org.uk
Tel: 01358 721258
22 Bruce Crescent, Ellon, Aberdeenshire AB41 9BF
Quarterly Presentations and Member Evenings Graham Hayward of Petrofac Ltd
e-mail graham.hayward@petrofac.com
Tel: 01224 247044

David McAra
e-mail: david.mcara@petrotechnics.com
Tel:01224 860348
The Systems Research Group Tony Miller
e-mail: a.j.miller@rgu.ac.uk
Tel: 01224 262416

 

The Directors of The Deming Learning Network

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Members

  • Abermed Industrial Doctors
  • David Beare
  • Cameron Controls
  • Bill Cruikshank
  • Cornerstone Community Care
  • Peter Fraser
  • Stephen Hadden
  • David McAra
  • Tony Miller
  • Inspire
  • RSD Supplies and Services
  • Cameron Ramsay
  • Scotia Instrumentation
  • Peter Troxler
  • Alan Watson
  • Gordon Charlton
  • Jim Land
  • Pau Bowtle
  • Paul West
  • Vic Baxter
  • Bruce Gilliland
  • Rick Holstein
  • Stephen Homer
  • Michael Heaney
  • Richard Beagent
  • Rosalind Brown
  • Colin Fraser
  • Mike Riungu
  • Malcolm Reavell
  • RSD Supplies and Services Ltd
  • Intelliscan Ltd
  • Petrofac Facilities Management Ltd
  • Mark Lough
  • Joseph Castellano
  • Stephanie Morrison
  • Vetco Gray Ltd
  • Dundee City Council

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    The Vision of a transformed Organisation

    If we were to visualise the feel of our future organisations it might be:

    • Where all employees are energised towards the aim of the organisation. Where morale is high and ideas and initiatives are flooding the enterprise.
    • Where the systems and procedures of the company are robust and being continually improved.
    • Where Staff are valued and are continually challenged so that they see the benefit of a commitment to lifelong learning and to the continual development of their skills.
    • Where the enterprise itself is committed to lifelong organisational learning and change
    • Where leadership rather than being concerned with motivating their staff are being challenged to find opportunities and structures to match the enthusiasm of their people.
    • Where absenteeism, and staff turnover and virtually non-existent.
    • Where excellent customer service has developed from the staff having a real empathy with the customers and there is a close working relationship with suppliers and customers alike.
    • Where real understanding is secured from the analysis of data, the enterprise is looking long term and is not caught in the perpetually cycles of crisis and blame.
    • And where all this energy is feeding down to enhanced bottom line profit. (Or cost effectiveness for non profit making concerns)

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