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Malcolm Baldridge National Quality Award 11/1/91 [OA 6038]
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17
4
2
THE PRESIDENT HAS SEEN
THE WHITE HOUSE
10-30-91
WASHINGTON
CI OCT 29 P4: 5
October 29, 1991
MEMORANDUM FOR THE PRESIDENT
THROUGH:
DAVID DEMAREST
TONY SNOW TS
FROM:
JOSEPH P. DUGGAN
gpo standing Dave 13 audrence or seard
SUBJECT:
MARLOW INDUSTRIES
I. SUMMARY
On Friday, November 1, at 3:00 p.m., you will speak to
the employees at Marlow Industries in Dallas, Texas. Marlow
was a winner of this year's Malcolm Baldrige National
Quality Award. About 400 employees and family members are
expected.
II. DISCUSSION
more Ifeal
The remarks (10 minutes, on cards) emphasize why
businesses must strive for high quality to stay competitive.
Note: The backdrop behind the stage is a large
imaginary map of the world which charts Marlow Industries'
progress. Ordinarily, the map is in the company's
cafeteria.
(Duggan/Simon)
October 29, 1991
Draft Three
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
((Thank you. Thank you for that warm welcome. I can't
imagine getting a more enthusiastic reception -- not even if I
changed my name to Troy Aikman. [Cowboys QB])) 11
Ray [Marlow, chairman] and Chris [Witzke, president], and
all the men and women of Marlow Industries and your families: I
am honored to be your guest today. America is proud of your
outstanding work in earning the Malcolm Baldrige National Quality
Award. I am delighted we have yet another Texas businessman
here, my friend Bob Mosbacher. [Other acknowledgments if
appropriate.]
( (Ray, I was impressed by the tour of your plant. I feel as
though I've just gone through a crash course in dewpoint
hydrometers and parametric amplifiers. I can barely pronounce
them; don't expect me to understand them. \\\)
I certainly want to compliment the makers of this splendid
map that forms our backdrop. What a work of imagination: At
first glance one might think it's a conventional map of the
world. But a more careful inspection shows it is a symbolic
picture of Marlow Industries' ambitious business goals and
expectations. It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
2
Independence which was a struggle for free enterprise as well
as political freedom -- Paine said, "we have it in our power to
begin the world over again." 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork,
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
3
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront.
Winning organizations know that customers don't want just the
best that one company can offer; they want the best that anyone
in the world can offer. 11 That's why winners in any market must
hold themselves to world-class standards. 11
Ray Marlow has described quite succinctly what the
commitment to corporate quality means. He reports that the
company's receivables and payables are timely, the profit sharing
and taxes paid, the revolving bank debt paid routinely, and --
most important -- the company has cash. But Ray emphasizes that
while these are the results, "they cannot be the goals in and of
themselves. The goal must be quality." Ray, I believe every
CEO and every company in America would benefit by sharing your
philosophy about effort and results. 111
Quality has strengthened American companies, enabling them
to endure the ups and downs of business cycles. The new
commitment to world-class excellence will make American
businesses stronger than ever as we recover from the recession.
11 And the most important long-term indicators are favorable for
recovery. The index of leading indicators has been steady or
increasing for seven months; it is now 5 percent higher than in
4
January. Interest rates are near their lowest in a decade and a
half. Industrial production increased in september and rose by
an annual rate of more than 6 percent in the third quarter.
Manufacturing productivity rose at a 3.6 percent annual rate
GNP,
during the second quarter. [Possible insert on new economic
numbers.]
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. 111 That's why I support an
unemployment compensation bill that will comply with the budget
accord and that's why I vetoed the unemployment compensation went
legislal
I
b
bill that irresponsibly tried to bust the budget.
11
extended
and
we
were good pop 1/7
I am doing my level best in Washington to pursue the kind of
but
economic policies that let companies like this one lead the way
1.hold time on speeding 2.cap.gains 3.1css
writegislut
to quality.
regulation 4. fever maridated beautit to
that sign breal
The potential of our quality revolution reaches far beyond
the
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
3
Award in 1989, and now I am privileged to have him in my
request
Administration as Deputy Secretary of Education. David Kearns
key every
and our Secretary of Education, Lamar Alexander, are committed
bringing about a quality revolution in our schools -- to cut
to taxpayn tax citizen paper
ittonor
back on bureaucracy while enhancing learning and teaching and
federal
parental involvement. We want to reinvent American schools -- in spudy
when we
a revolution for educational quality no less dramatic than the
car helps
revolution for improving business performance.
those
who und help and
still spare the
citizen fine
the sourcyes that Co. with
5
(America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
PRIS
Japan. His common sense was "made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. ]
Our quality revolution [also] owes an inestimable debt to
Malcolm Baldrige. Mac Baldrige was a rough-riding Renaissance
figure -- the kind of man found only in America. 11 He was one
of my dearest friends, and his untimely death four years ago
still leaves me feeling a loss.
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies.
Three relatively small companies, each an electronics
manufacturer, merited the 1991 Baldrige Award: Solectron
Corporation of San Jose, California; Zytec Corporation of Eden
Prairie, Minnesota; and, of course, Marlow Industries of Dallas.
6
All three winners prove that American enterprise can succeed in
world-class competition involving the most sophisticated
technologies and the most discerning customers. All three make
America proud with their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
Document No. 25 43255
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 30 P3: 17
10/30/91
DATE:
ACTION/CONCURRENCE/COMMENT DUE BY:
PRESIDENTIAL REMARKS: BALDRIGE AWARDS
MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
HORNER
SUNUNU
MCCLURE
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
BRADY
\
ROGICH
BROMLEY
SMITH
CARD
McBRIDE
SNOW
DEMAREST
FITZWATER
BOSKIN
GRAY
HOLIDAY
REMARKS:
The attached has been forwarded to the President.
RESPONSE:
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
THE WHITE HOUSE
WASHINGTON
October 29, 1991
31 OCT 29 P4:57
MEMORANDUM FOR THE PRESIDENT
THROUGH:
DAVID DEMAREST
TONY SNOW TS
FROM:
JOSEPH P. DUGGAN IPD
SUBJECT:
MARLOW INDUSTRIES
I. SUMMARY
On Friday, November 1, at 3:00 p.m., you will speak to
the employees at Marlow Industries in Dallas, Texas. Marlow
was a winner of this year's Malcolm Baldrige National
Quality Award. About 400 employees and family members are
expected.
II. DISCUSSION
The remarks (10 minutes, on cards) emphasize why
businesses must strive for high quality to stay competitive.
Note: The backdrop behind the stage is a large
imaginary map of the world which charts Marlow Industries'
progress. Ordinarily, the map is in the company's
cafeteria.
(Duggan/Simon)
October 29, 1991
Draft Three
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
((Thank you. Thank you for that warm welcome. I can't
imagine getting a more enthusiastic reception -- not even if I
changed my name to Troy Aikman. [Cowboys QB]) ) 11
Ray [Marlow, chairman] and Chris [Witzke, president], and
all the men and women of Marlow Industries and your families: I
am honored to be your guest today. America is proud of your
outstanding work in earning the Malcolm Baldrige National Quality
Award. I am delighted we have yet another Texas businessman
here, my friend Bob Mosbacher. [Other acknowledgments if
appropriate.]
((Ray, I was impressed by the tour of your plant. I feel as
though I've just gone through a crash course in dewpoint
hydrometers and parametric amplifiers. I can barely pronounce
them; don't expect me to understand them. \\))
I certainly want to compliment the makers of this splendid
map that forms our backdrop. What a work of imagination: At
first glance one might think it's a conventional map of the
world. But a more careful inspection shows it is a symbolic
picture of Marlow Industries' ambitious business goals and
expectations. It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
2
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
3
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning organizations know that customers don't want just the
best that one company can offer; they want the best that anyone
in the world can offer. 11 That's why winners in any market must
hold themselves to world-class standards.
Ray Marlow has described quite succinctly what the
commitment to corporate quality means. He reports that the
company's receivables and payables are timely, the profit sharing
and taxes paid, the revolving bank debt paid routinely, and --
most important -- the company has cash. But Ray emphasizes that
while these are the results, "they cannot be the goals in and of
themselves. The goal must be quality." 11 Ray, I believe every
CEO and every company in America would benefit by sharing your
philosophy about effort and results. III
Quality has strengthened American companies, enabling them
to endure the ups and downs of business cycles. The new
commitment to world-class excellence will make American
businesses stronger than ever as we recover from the recession.
11 And the most important long-term indicators are favorable for
recovery. The index of leading indicators has been steady or
increasing for seven months; it is now 5 percent higher than in
4
January. Interest rates are near their lowest in a decade and a
half. Industrial production increased in September and rose by
an annual rate of more than 6 percent in the third quarter.
Manufacturing productivity rose at a 3.6 percent annual rate
during the second quarter. [Possible insert on new economic
numbers.]
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. 111 That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget.
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. David Kearns
and our Secretary of Education, Lamar Alexander, are committed to
bringing about a quality revolution in our schools -- to cut
back on bureaucracy while enhancing learning and teaching and
parental involvement. We want to reinvent American schools -- in
a revolution for educational quality no less dramatic than the
revolution for improving business performance.
5
[America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11 ]
Our quality revolution [also] owes an inestimable debt to
Malcolm Baldrige. Mac Baldrige was a rough-riding Renaissance
figure -- the kind of man found only in America. 11 He was one
of my dearest friends, and his untimely death four years ago
still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
Three relatively small companies, each an electronics
manufacturer, merited the 1991 Baldrige Award: Solectron
Corporation of San Jose, California; Zytec Corporation of Eden
Prairie, Minnesota; and, of course, Marlow Industries of Dallas.
6
All three winners prove that American enterprise can succeed in
world-class competition involving the most sophisticated
technologies and the most discerning customers. All three make
America proud with their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. III
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#
THE WHITE HOUSE
WASHINGTON
October 29, 1991
MEMORANDUM FOR THE PRESIDENT
THROUGH:
DAVID DEMAREST
TONY SNOW TS
standing or
FROM:
JOSEPH P. DUGGAN gpo
seated
SUBJECT:
MARLOW INDUSTRIES
if stanly cur backby
" page
I. SUMMARY
On Friday, November 1, at 3:00 p.m., you will speak to
the employees at Marlow Industries in Dallas, Texas. Marlow
was a winner of this year's Malcolm Baldrige National
Quality Award About 400 employees and family members are
expected.
II. DISCUSSION
The remarks (10 minutes, on cards) emphasize why
businesses must strive for high quality to stay competitive.
Note: The backdrop behind the stage is a large
imaginary map of the world which charts Marlow Industries'
progress. Ordinarily, the map is in the company's
cafeteria.
hypanl
DoCom in Lald and
unly
unemploy
wh sml.b m
groups
(Duggan/Simon)
October 29, 1991
Draft Three
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
((Thank you. Thank you for that warm welcome. I can't
imagine getting a more enthusiastic reception -- not even if I
changed my name to Troy Aikman. [Cowboys QB]) ) 11
Ray [Marlow, chairman] and Chris [Witzke, president], and
all the men and women of Marlow Industries and your families: I
am honored to be your guest today. America is proud of your
outstanding work in earning the Malcolm Baldrige National Quality
Award. I am delighted we have yet another Texas businessman
here, my friend Bob Mosbacher. [Other acknowledgments if
appropriate.]
((Ray, I was impressed by the tour of your plant. I feel as
though I've just gone through a crash course in dewpoint
hydrometers and parametric amplifiers. I can barely pronounce
them; don't expect me to understand them. \\))
I certainly want to compliment the makers of this splendid
map that forms our backdrop. What a work of imagination: At
first glance one might think it's a conventional map of the
world. But a more careful inspection shows it is a symbolic
picture of Marlow Industries' ambitious business goals and
expectations. It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
2
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. "
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
3
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning organizations know that customers don't want just the
best that one company can offer; they want the best that anyone
in the world can offer. That's why winners in any market must
hold themselves to world-class standards.
Ray Marlow has described quite succinctly what the
commitment to corporate quality means. He reports that the
company's receivables and payables are timely, the profit sharing
and taxes paid, the revolving bank debt paid routinely, and --
most important -- the company has cash. But Ray emphasizes that
while these are the results, "they cannot be the goals in and of
themselves. The goal must be quality." 11 Ray, I believe every
CEO and every company in America would benefit by sharing your
philosophy about effort and results. III
Quality has strengthened American companies, enabling them
to endure the ups and downs of business cycles. The new
commitment to world-class excellence will make American
businesses stronger than ever as we recover from the recession.
11 And the most important long-term indicators are favorable for
recovery. The index of leading indicators has been steady or
increasing for seven months; it is now 5 percent higher than in
4
January. Interest rates are near their lowest in a decade and a
half. Industrial production increased in September and rose by
an annual rate of more than 6 percent in the third quarter.
Manufacturing productivity rose at a 3.6 percent annual rate
during the second quarter. [Possible insert on new economic
numbers.]
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. III That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget.
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. David Kearns
and our Secretary of Education, Lamar Alexander, are committed to
bringing about a quality revolution in our schools -- to cut
back on bureaucracy while enhancing learning and teaching and
parental involvement. We want to reinvent American schools -- in
a revolution for educational quality no less dramatic than the
revolution for improving business performance.
5
[America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11 ]
Our quality revolution [also] owes an inestimable debt to
Malcolm Baldrige. Mac Baldrige was a rough-riding Renaissance
figure -- the kind of man found only in America. He was one
of my dearest friends, and his untimely death four years ago
still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
Three relatively small companies, each an electronics
manufacturer, merited the 1991 Baldrige Award: Solectron
Corporation of San Jose, California; Zytec Corporation of Eden
Prairie, Minnesota; and, of course, Marlow Industries of Dallas.
6
All three winners prove that American enterprise can succeed in
world-class competition involving the most sophisticated
technologies and the most discerning customers. All three make
America proud with their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. III
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
11
Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#
THE WHITE HOUSE
WASHINGTON
CI OCT 29 P4: 5
october 29, 1991
MEMORANDUM FOR THE PRESIDENT
THROUGH:
DAVID DEMAREST
TONY SNOW TS
FROM:
JOSEPH P. DUGGAN
gpo standing Dave 13
SUBJECT:
MARLOW INDUSTRIES
I. SUMMARY
On Friday, November 1, at 3:00 p.m., you will speak to
the employees at Marlow Industries in Dallas, Texas. Marlow
was a winner of this year's Malcolm Baldrige National
Quality Award. About 400 employees and family members are
expected.
II. DISCUSSION
more Ifeal
The remarks (10 minutes, on cards) emphasize why
businesses must strive for high quality to stay competitive.
Note: The backdrop behind the stage is a large
imaginary map of the world which charts Marlow Industries'
progress. Ordinarily, the map is in the company's
cafeteria.
(Duggan/Simon)
October 29, 1991
Draft Three
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
((Thank you. Thank you for that warm welcome. I can't
imagine getting a more enthusiastic reception -- not even if I
changed my name to Troy Aikman. [Cowboys QB]) 11
Ray [Marlow, chairman] and Chris [Witzke, president], and
all the men and women of Marlow Industries and your families: I
am honored to be your guest today. America is proud of your
outstanding work in earning the Malcolm Baldrige National Quality
Award. I am delighted we have yet another Texas businessman
here,tmy friend Bob Mosbacher. [Other acknowledgments if
appropriate.]
((Ray, I was impressed by the tour of your plant. I feel as
though I've just gone through a crash course in dewpoint
hydrometers and parametric amplifiers. I can barely pronounce
them; don't expect me to understand them. 11 "
I certainly want to compliment the makers of this splendid
map that forms our backdrop. What a work of imagination: At
first glance one might think it's a conventional map of the
world. But a more careful inspection shows it is a symbolic
picture of Marlow Industries' ambitious business goals and
expectations. It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
2
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
3
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning organizations know that customers don't want just the
best that one company can offer; they want the best that anyone
in the world can offer. 11 That's why winners in any market must
hold themselves to world-class standards. 11
Ray Marlow has described quite succinctly what the
commitment to corporate quality means. He reports that the
company's receivables and payables are timely, the profit sharing
and taxes paid, the revolving bank debt paid routinely, and --
most important -- the company has cash. But Ray emphasizes that
while these are the results, "they cannot be the goals in and of
themselves. The goal must be quality." 11 Ray, I believe every
CEO and every company in America would benefit by sharing your
philosophy about effort and results. 111
Quality has strengthened American companies, enabling them
to endure the ups and downs of business cycles. The new
commitment to world-class excellence will make American
businesses stronger than ever as we recover from the recession.
11 And the most important long-term indicators are favorable for
recovery. The index of leading indicators has been steady or
increasing for seven months; it is now 5 percent higher than in
4
January. Interest rates are near their lowest in a decade and a
half. Industrial production increased in September and rose by
T
an annual rate of more than 6 percent in the third quarter.
Manufacturing productivity rose at a 3.6 percent annual rate
GNP,
during the second quarter. [Possible insert on new economic
numbers.]
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. 111 That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
legislal
I
went
bill that irresponsibly tried to bust the budget.
11
extended
and
we
I am doing my level best in Washington to pursue the kind of
good were hut.I
economic policies that let companies like this one lead the way
hold time on speeding 2.cap.quirs 3. less
writegislute
to quality.
regulation 4. fever mordated becauset of
that sign breal
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
me Use
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. David Kearns
why every
and our Secretary of Education, Lamar Alexander, are committed to
bringing about a quality revolution in our schools -- to cut
taxpayn tax racition paper
back on bureaucracy while enhancing learning and teaching and
without
federal
parental involvement. We want to reinvent American schools -- in spudy
a revolution for educational quality no less dramatic than the
win we
car helps
revolution for improving business performance.
those
who und help and
still spare ther
oncentexed citiem fine
the even rarexes larger that Fed deficits
5
[America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. ]
our quality revolution [also] owes an inestimable debt to
Malcolm Baldrige. Mac Baldrige was a rough-riding Renaissance
figure -- the kind of man found only in America. 11 He was one
of my dearest friends, and his untimely death four years ago
still leaves me feeling a loss.
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies.
Three relatively small companies, each an electronics
manufacturer, merited the 1991 Baldrige Award: Solectron
Corporation of San Jose, California; zytec Corporation of Eden
Prairie, Minnesota; and, of course, Marlow Industries of Dallas.
6
All three winners prove that American enterprise can succeed in
world-class competition involving the most sophisticated
technologies and the most discerning customers. All three make
America proud with their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 25 P5: 1.0
DATE: 10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00 pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
HORNER
SUNUNU
MCCLURE N/C
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
T
BRADY
ROGICH
>
BROMLEY
SMITH
Mo
\
CARD
>
BOSKIN
\
MCBRIDE
DEMAREST
FITZWATER
<
SNOW
GRAY Holmstead N/1953
HOLIDAY alism
Kutchin
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
- MASTER-
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
General Comments: (P4 +/or 5) -Connerce
1.) This year's winners, unlike previous years, bus) are small
companies. (Potus likes to hilite smale
(Duggan/Simon)
27 all 3 winners are "A" the etectronic field -October Draft 25, 1991 Two
SP 3u000sdly the quality leader
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again.' 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
term ront Audome
what IS this (BT)
services with the keenest tools of statistical process control
the know what
The quality revolution topples barriers that used to isolate
is
backroom "number crunchers" from the people who work the assembly
mean
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
or her (BT)
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. \\
on
business (BT)
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. \\ That's why winners in any market or niche (BT)
must hold themselves to world-class standards. 11
on
enabling them(Portee)
Quality has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long term interest rates are
near their decade -and- a- half lows.
are on the decline. Industrial production increased in September
+ rose by more than 6% at an annual rate in the 3rd quarter (Porter)
for the sixth consecutive month, while manufacturing productivity
rose by 3.6 percent during the^quarter. second (Baskin)
at a
anned rate (Simon)
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
awfully
congressional tax-and-spend politics. III That's why I support an
inaclured
rosey
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. 11
I am doing my level (Portey) best in Washington to pursue the kind of
could. put him
economic policies that let companies like this one lead the way
"No
to quality.
new in tates"
block
The potential of our quality revolution reaches far beyond
(mcclure)
anything that appears on a balance sheet. Take educating our
the largest unit (Com)
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. (Like his
predecessor Ted Sanders a distinguished Dallas educator, of
and Sec. of Educ. Lana Alexander.
whom we are all proud David Kearns^is committed to bringing (Simon)
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr Deming offered
delete
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was Made in America," and it inspired
Doc Drablem
Japanese businesses to heights of excellence considered
W/Dem.
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. 11 He was one of my dearest friends, and his untimely
and all his friends (BT)
death four years ago still leaves me feeling a loss.
with a of (Porter)
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. \\
relatively (DDC)
Three small companies, each an electronics manufacturer,
meritèd the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium. 11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed.
Thank you, and God bless the United States of America.
#
#
#
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 28
DATE: 10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
HORNER
SUNUNU
MCCLURE
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
BRADY
ROGICH
BROMLEY
SMITH
CARD
>
BOSKIN
MCBRIDE
DEMAREST
FITZWATER
SNOW
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
Comments from Cabinet Affairs are attached.
Thanks,
EC
Elizabeth Luttig
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
commy: shoughts 00 ncorp. on P4-0
increased emphasis on the following :
(1) This years winners unlike previous years, are Small companies.
CPOTOS likes to highligue Umall businesses
(2) all 3 winness are in the electronics Field-Where asia
(Duggan/Simon)
is supposedly the quality leader
October 25, 1991
Draft Two
OCT P3: 41
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again.'
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. 11 That's why winners in any market or niche
must hold themselves to world-class standards. 11
Quality has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long--
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates
are on the decline. Industrial production increased in September
for the sixth consecutive month, while manufacturing productivity
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. III That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget.
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win (Commerce) the Baldrige
the largest
unit
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders -- a distinguished Dallas educator, of
whom we are all proud -- David Kearns is committed to bringing
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
Connerce-
himself as a sort of one-man Marshall Plan in the war ruins of
Issue wl
Japan. His common sense was "Made in America,' and it inspired
Dening
Commerce
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. 11 He was one of my dearest friends, and his untimely
death four years ago still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
relatively (Commerce)
ThreeAsmall companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners™
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. III
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium. 11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#
Simon October 25, 1991
(Duggan/Simon)
Draft Two
CI OCT 25
P3:
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. 11 That's why winners in any market or niche
must hold themselves to world-class standards. 11
Quality has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates
are on the decline. Industrial production increased in September
for the sixth consecutive month, while manufacturing productivity
at a
annual rate second
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. III That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. 11
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders a distinguished Dallas educator, of
whom we are all proud David Kearns is committed to bringing
and Secretary of Education Laman alexands
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "Made in America," " and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming.
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. 11 He was one of my dearest friends, and his untimely
death four years ago still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
Three small companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. III
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium. Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 28 P2: 04
DATE: 10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
>
HORNER
SUNUNU
MCCLURE
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
1
BRADY
ROGICH
\
BROMLEY
SMITH
CARD
BOSKIN
MCBRIDE
DEMAREST
FITZWATER
>
SNOW
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
(Duggan/Simon)
October 25, 1991
Draft Two
11 OCT 25 P3:41
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. 11 That's why winners in any market or niche
must hold themselves to world-class standards. 11
Quality has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates are
near their decade -and-ahalf lows.
are on the decline Industrial production increased in September,
for and rose by more than 6 percant at annual rate in third quarter.
the sixth consecutive month, while manufacturing productivity
second
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. \\\ That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. \\
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders -- a distinguished Dallas educator, of
whom we are all proud -- David Kearns is committed to bringing
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "Made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. He was one of my dearest friends, and his untimely
death four years ago still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies.
Three small companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets.
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. III
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
11
Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed.
Thank you, and God bless the United States of America.
#
#
#
THE WHITE HOUSE
WASHINGTON
91 OCT 28 P4: 06
October 28, 1991
MEMORANDUM FOR TONY SNOW
FROM:
ROGER B. PORTER RBP
SUBJECT:
Presidential Remarks: Baldrige Award - Marlow
Industries
We have reviewed the attached remarks and have noted a few
minor suggested changes on the draft.
Please let us know if you have any questions or if we may
help in any other way.
CC: Phillip D. Brady
281452ss
Document No.
WHITE HOUSE STAFFING MEMORANDUM
DATE:
10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00 pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
HORNER
SUNUNU
MCCLURE
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
BRADY
ROGICH
BROMLEY
SMITH
CARD
BOSKIN
MCBRIDE
DEMAREST
FITZWATER
SNOW
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
(Duggan/Simon)
October 25, 1991
01 OCT 25 P3:41
Draft Two
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. That's why winners in any market or niche
must hold themselves to world-class standards.
ENABLINE THEM
Quality has strengthened American companies y to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates
are on the decline. Industrial production increased in September
for the sixth consecutive month, while manufacturing productivity
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. 111 That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. 11
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders -- a distinguished Dallas educator, of
whom we are all proud -- David Kearns is committed to bringing
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "Made in America, " and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. He was one of my dearest friends, and his untimely
WITH A
OF
death four years ago still leaves me V feeling loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies.
Three small companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets. 11
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. 111
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. III
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium.
Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed.
Thank you, and God bless the United States of America.
#
#
#
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 28 A9: 50
DATE:
10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
>
HORNER
SUNUNU
MCCLURE
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
\
BRADY
ROGICH
BROMLEY
SMITH
\
CARD
BOSKIN
>
MCBRIDE
DEMAREST
\
FITZWATER
<
SNOW
\
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
OK. a few suggestion.
BT for IR
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
(Duggan/Simon)
October 25, 1991
Draft Two
01 OCT 25 P3: 41
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. " 11
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
what
America is, improving the quality of its products and
this
services with the keenest tools of statistical process control
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
her
improve the quality of hisVown performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront. 11
businestes
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can, offer. 11 That's why winners in any market or niche
must hold themselves to world-class standards.
Quality. has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates
are on the decline. Industrial production increased in September
for the sixth consecutive month, while manufacturing productivity
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. III That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. 11
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders -- a distinguished Dallas educator, of
whom we are all proud -- David Kearns is committed to bringing
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "Made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. He was one of my dearest friends, and his untimely
and all his friends
death four years ago still leaves meVfeeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
Three small companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets.
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. III
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. 111
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium. 11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 28 A10: 46
DATE: 10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00 pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
>
HORNER
SUNUNU
MCCLURE
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
\
BRADY
ROGICH
\
BROMLEY
SMITH
CARD
>
BOSKIN
DEMAREST
MCBRIDE
FITZWATER
>
SNOW
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
OK
to
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702
(Duggan/Simon)
October 25, 1991
01 OCT 25 P3: 41
Draft Two
Baldrige
PRESIDENTIAL REMARKS:
BALDRIGE AWARD
MARLOW INDUSTRIES
DALLAS, TEXAS
FRIDAY, NOVEMBER 1, 1991
[Acknowledgments, jokes]
First, let me compliment the makers of this splendid map
that forms our backdrop. What a work of imagination: At first
glance one might think it's a conventional map of the world. But
a more careful inspection shows it is a symbolic picture of
Marlow Industries' ambitious business goals and expectations.
It's a whole world of your own making. 11
It reminds me of a remark by the great American
revolutionary, Thomas Paine. As Americans fought the War for
Independence -- which was a struggle for free enterprise as well
as political freedom -- Paine said, "We have it in our power to
begin the world over again. "
Today we're celebrating a new revolution. It doesn't
involve cannons and muskets and political tumult, but it's a
revolution all the same. I'm speaking of the movement in
American business for continuous quality improvement. 11
The best businesses in America -- large and small -- are
renewing, even reinventing themselves to become and to remain
world class competitors. Our companies are overthrowing
outdated, antagonistic barriers between labor and management.
Companies are replacing "us-versus-them" divisions with true
teamwork.
2
The quality revolution is driving bureaucracy out of our
business organizations. Companies committed to quality are doing
away with stratification, leaving as little distance as possible
between the most junior employee and the CEO. In this quest,
employees at every level are enjoying more power, more incentive,
more freedom to create, and more responsibility for their
efforts.
America is improving the quality of its products and
services with the keenest tools of statistical process control.
The quality revolution topples barriers that used to isolate
backroom "number crunchers" from the people who work the assembly
lines and the service counters. Companies like Marlow Industries
show that everyone in an organization can and should use
statistical methods and computer and information technology to
improve the quality of his own performance. As a result,
Americans are learning how to prevent defects in the first place
-- instead of correcting them later.
Most important, the quality revolution helps American
companies to put customer satisfaction at the forefront.
Winning competitors know that customers don't want just the best
that one company can offer; they want the best that anyone in the
world can offer. 11 That's why winners in any market or niche
must hold themselves to world-class standards. 11
Quality has strengthened American companies to endure the
ups and downs of business cycles. The new commitment to world-
class excellence will make American businesses stronger than ever
3
as we recover from the recession. And the most important long-
term indicators are favorable for recovery. The index of leading
indicators has been steady or increasing for seven months; it is
now 5 percent higher than in January. Long-term interest rates
are on the decline. Industrial production increased in September
for the sixth consecutive month, while manufacturing productivity
rose by 3.6 percent during the quarter.
In this climate, one thing I'm determined not to do is to
break the budget deal and open up the floodgates for
congressional tax-and-spend politics. III That's why I support an
unemployment compensation bill that will comply with the budget
accord -- and that's why I vetoed the unemployment compensation
bill that irresponsibly tried to bust the budget. 11
I am doing my level best in Washington to pursue the kind of
economic policies that let companies like this one lead the way
to quality.
The potential of our quality revolution reaches far beyond
anything that appears on a balance sheet. Take educating our
kids for example. David Kearns led Xerox to win the Baldrige
Award in 1989, and now I am privileged to have him in my
Administration as Deputy Secretary of Education. Like his
predecessor Ted Sanders -- a distinguished Dallas educator, of
whom we are all proud -- David Kearns is committed to bringing
about a quality revolution in our schools to cut back on
bureaucracy while enhancing learning and teaching and parental
involvement. We want to reinvent American schools -- in a
4
revolution for educational quality no less dramatic than the
revolution for improving business performance.
America's new commitment to quality would not have been
possible without the pioneering work of strategic thinkers such
as W. Edwards Deming. Four decades ago, Dr. Deming offered
himself as a sort of one-man Marshall Plan in the war ruins of
Japan. His common sense was "Made in America," and it inspired
Japanese businesses to heights of excellence considered
miraculous. Now at long last American businesses follow rigorous
disciplines of continuous quality improvement as envisioned by
such pathfinders as Dr. Deming. 11
And we owe so much to Malcolm Baldrige. Mac Baldrige was a
rough-riding Renaissance figure -- the kind of man found only in
America. He was one of my dearest friends, and his untimely
death four years ago still leaves me feeling a loss. 11
As Secretary of Commerce during the 1980s, Mac Baldrige
worked hard to liberate American businesses from needless
regulation. But much as he cherished economic freedom, he
believed it was not worth much if companies failed to perform at
their best. So Mac spent much of his time in the bully pulpit
urging American business to pursue excellence. The National
Quality Awards competition, now named in his honor, is one of
Mac's greatest legacies. 11
Three small companies, each an electronics manufacturer,
merited the 1991 Baldrige Award: Solectron Corporation of San
Jose, California; Zytec Corporation of Eden Prairie, Minnesota;
5
and, of course, Marlow Industries of Dallas. All three winners
prove that American enterprise can succeed in world-class
competition involving the most sophisticated technologies and the
most discerning customers. All three make America proud with
their success in export markets.
I am proud to be with the men and women of Marlow Industries
today, proud to congratulate you for navigating the "Baldrige
Award Strait" on your map of dreams. III
And because Marlow supplies critical components for high-
tech national defense systems, let me offer a special word of
thanks for the brilliant contribution you made to the success of
our troops and sailors and airmen in Operation Desert Storm. III
Like all Baldrige Award winners, you now accept
responsibility to share your ideas and experiences on quality
improvement with thousands of other companies. You've already
done good work developing benchmarks and lifting industry
standards through the Texas Quality Consortium. 11 Now you're
charged with a bigger mission: helping thousands of other
businesses throughout the nation to chart their journeys to world
class performance, helping them launch new worlds of opportunity
and achievement. I wish you Godspeed. 11
Thank you, and God bless the United States of America.
#
#
#,
Document No. 281452ss
WHITE HOUSE STAFFING MEMORANDUM
91 OCT 28 P I : 55
DATE: 10/25/91
ACTION/CONCURRENCE/COMMENT DUE BY: MONDAY, 10/28/91 1:00pm
PRESIDENTIAL REMARKS: BALDRIGE AWARD - MARLOW INDUSTRIES
SUBJECT:
DALLAS, TEXAS - FRIDAY, NOVEMBER 1, 1991
ACTION FYI
ACTION FYI
VICE PRESIDENT
>
HORNER
SUNUNU
MCCLURE
>
SCOWCROFT
PETERSMEYER
DARMAN
PORTER
R
BRADY
ROGICH
\
BROMLEY
SMITH
CARD
BOSKIN
MCBRIDE
DEMAREST
FITZWATER
<
SNOW
GRAY
HOLIDAY
REMARKS:
Please forward your comments directly to Tony Snow, Rm. 122, x2930,
no later than 1:00 p.m., MONDAY, OCTOBER 28, with a copy to this
office. Thank you.
RESPONSE:
no comment
PHILLIP D. BRADY
Assistant to the President
and Staff Secretary
Ext. 2702