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Malcolm Baldridge Awards 12/13/90 [OA 8320]
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Malcolm Baldridge Awards 12/13/90 [OA 8320]
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This is not a textual record. This is used as an
administrative marker by the George Bush Presidential
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Record Group/Collection:
George H.W. Bush Presidential Records
Collection/Office of Origin:
Speechwriting, White House Office of
Series:
Speech File Backup Files
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Chron File, 1989-1993
OA/ID Number:
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Folder ID Number:
13743-006
Folder Title:
Malcolm Baldridge Awards 12/13/90 [OA 8320]
Stack:
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26
21
2
3
Event: MalcolmBaldrige Award
Date: Dec 1990
OFFICE OF PRESIDENTIAL ADVANCE
IN-TOWN EVENT CONTACT SHEET
Name
Office
Phone Number
Presidential Advance Office
456-7565
Presidential Advance Fax Number
456-2820
Judd swift
Pres. Advance Office
456-7565
Peggy Hazelrigg
Lead Advance
"
Steve ROSS
Press Advance
456 7565 - 363-7729 (Lt,
Barby Jobe
Advance Office
456-7565
PETER VARLION
WHCA-Trip OFFICER
395-4203
John KEphARt
WHCA - AV
395-4220
Donnie Guyton
WHCA- Assist TripOfficeR 395-4070
Doug Adxir
WH Cabinet Affairs
456-2800
Gary Foster
Comm. Public Affairs
377-5151
MARK HATFIELD, Jr.
Cong. Affairs T/A
377-8160
DAUE FARBER
O/SEC
377-1200
DOUG Callen
USSS /LIAISON
535-5838
Steve Garmod
Doljopfice of Security
377-4371
JACK JUHNSON
SECRET SERVICE - WASHINGTON F-D.
634-5100
CARL MEYER
USSS/PPD
395-6340
RAY SPANGLER
USJS/TDD
395-4037/5330
Claire Sechler
WH Cabinet Affairs
456-2800
LaurenMi Donald
Carol Blymire
WH Speechwriting
456-7750
Rachel Jackson
office 11 of Dec 11 Mosbacher 11
377- 5300
377-5300
PRE-CEREMONY ACTIVITIES
SECRETARY MOSBACHER
December 13, 1990
8:55 am Secretary greets Trustees informally (45) (photos)
Secretary's Dining Room
9:00 am
Trustees Meeting
Secretary's Dining Room
(Secretary gives brief remarks: 3-4 mins.)
9:10
am Secretary greets Board of Overseers (7) (photo)
Secretary's Office
9:20 am
Secretary greets Baldrige Judges (9) (photo)
Secretary's Office
9:30 am
Secretary greets Winning CEO's (4) (photos)
PRE-BRIEFING (Gary Foster)
Secretary's Office
9:42 am
Secretary and CEO's move to Room 4830
9:45 am
News Briefing begins
Room 4830
Sec'y & CEO's 4 min. each, then Q&A session
10:20 am
News Briefing ends
Secretary returns to his office
CEO's and press move to Holding Room or Great Hall
10:57 am Secretary moves to Secretary's entrance
11:00 am POTUS arrives; Secretary greets and escorts to
Secretary's office for private meeting (photo)
11:05 am POTUS and Secretary depart Secretary's office for
motorcade at Secretary's entrance. Motorcade travels
to Holding Room entrance at 15th and Penn.
11:08 am POTUS and Secretary arrive Holding Room. Winning CEO's,
photos Foundation Trustees and Baldrige Family ready for group
11:13 am Winner's CEO's and Foundation Trustees take seats in
Great Hall
11:13 am Private moment with Baldrige Family
11:14 am Baldrige Family takes seats in Great Hall
11:15 am POTUS and Secretary are announced
(Draft proposal to White House)
ARRIVAL OF PRESIDENT BUSH and VISIT TO SECRETARY'S OFFICE
AGENDA
10:57 a.m.
SECRETARY MOSBACHER goes to Secretary's entrance
to greet President Bush
11:00 a.m.
President Bush arrives at Department of Commerce
and proceeds to Secretary's office with SECRETARY
MOSBACHER
11:05 a.m.
President Bush and SECRETARY MOSBACHER depart
Secretary's office and proceed to Secretary's
elevator
Exit to motorcade, which moves to Pennsylvania
Avenue Entrance
President Bush and SECRETARY MOSBACHER enter
Holding Room
(Draft proposal to White House)
PRESIDENT BUSH AND SECRETARY MOSBACHER
PHOTO SESSION IN HOLDING ROOM
11:08 a.m.
President Bush and SECRETARY MOSBACHER arrive
Holding Room
Greet Trustees, Baldrige Family and Winners' CEO's
Group photos taken
11:13 a.m.
Trustees and Winners' CEO's take seats in Malcolm
Baldrige Hall
11:13 a.m.
Private moment with Baldrige Family
11:14 a.m.
Baldrige Family takes seats in Baldrige Hall
(Draft proposal to White House)
MALCOLM BALDRIGE NATIONAL QUALITY AWARD CEREMONY
AGENDA
Malcolm Baldrige Great Hall
11:15 a.m.
11:15 a.m.
President Bush and SECRETARY MOSBACHER are
announced
President and SECRETARY enter Baldrige Hall
11:16 a.m.
SECRETARY MOSBACHER makes introductory remarks and
introduces President (Draft of remarks attached)
11:17 a.m.
President makes remarks.
11:22 a.m.
SECRETARY calls names of winners one at a time
President presents red folders for awards to
winners
The first winner remains on stage, stepping back
to stage right, as the second is called. Repeat
for each winner.
11:28 a.m.
Pictures taken of winners with President and
SECRETARY
11:29 a.m.
Concluding remarks by SECRETARY (15 seconds)
11:30 a.m.
President and SECRETARY leave stage
SECRETARY escorts President through Holding Room
to motorcade for departure
11:32 a.m.
SECRETARY returns to Holding Room
SECRETARY greets guests in Holding Room
Guests will include:
Members of Cabinet
Members of Congress
Baldrige Family
Winners' CEO's (accompanied by spouses)
Trustees
Any other VIP's identified
Possible photo opportunity
(continued)
AWARD CEREMONY AGENDA, continued
11:55 a.m.
SECRETARY leaves Holding Room and returns to
office
12:00 p.m.
VIP's, Winners, and Trustees are escorted to Grand
Foyer for Luncheon
Walk-through Dept. of Commerce
12/5/90
2pm
Event:
Malcolm Baldridge Awards
4 winning companies, CEOS will represent at event
approx. 30 CEDs in attendence
Baldridge family in attendence
remarks= = 11:17am
Sec. Mosbacher will introduce POTUS
gives introductory remarks
CEUS, M dais- Seal
open press
remarks 5-7 minutes max.
get draft of Mosbacher's remarks AOPOTUS doesn't saythe
CARDS!
same thing
no FLOTUS
Malcoln Boldridge 1981-87
Mosbacher's
Spchuriter - - Richard Feen 337-5151
Call Brenna yoonne potallyfitrightin@Commuce
lipstick, hair,
4 Winners:
IBM, Cadillac, FedEx
THE WHITE HOUSE
WASHINGTON
December 11, 1990
MEMORANDUM FOR THE PRESIDENT
THROUGH:
CHRISS WINSTON air
FROM:
MARK DAVIS MD
SUBJECT:
MALCOLM BALDRIDGE NATIONAL QUALITY AWARDS
On Thursday, Decmeber 13, at 11:15 a.m., you will address
the attendees of the Malcolm Baldridge National Quality Awards at
the Department of Commerce. Secretary Mosbacher will introduce
you, and your remarks, 8-10 minutes in length, will be on cards.
Davis/Blymire
Title: Award
Date: Dec. 11, 1990
Draft: Two
PRESIDENTIAL REMARKS: MALCOLM BALDRIGE NATIONAL QUALITY AWARDS
GRAND HALL, DEPARTMENT OF COMMERCE
11:15 A.M., THURSDAY, DECEMBER 13, 1990
((Secretary Mosbacher, Deputy Secretary Murrin, Secretaries
Brady and Lujan, Cadillac General Manager John Grettenberger,
John Akers -- IBM's Chairman of the Board, Frederick Smith --
CEO, President, and Chairman of the Board of Federal Express, and
John Wallace -- CEO of the Wallace Company. Welcome and
congratulations.) )
We are here today to present four awards named for a man
dedicated to quality -- quality in public service as a Secretary
of Commerce, and quality as a good friend to so many of us in
this room.
Malcolm Baldrige was also a leader in business. And when it
came to business, he knew that quality cannot be assured with a
slogan or an ad campaign. It begins with winning and keeping
business. It begins with the understanding that only customers
can define quality. In short, it begins and ends with the
unsentimental judgment of the market.
Once, quality separated winning firms from sluggish ones.
That time has long since passed. With the fierce competition of
the international market, quality means survival -- nothing less.
The renewed commitment by America to quality can be seen in
the explosion of applications to receive the Baldridge Award. In
2
just a few years, the National Quality Award has literally become
the standard of business excellence.
The renewed spirit of excellence in business -- of making
quality an integral part of America's corporate strategy -- has
truly made us more competitive in the international arena.
Exports have already increased nearly 8 percent from year ago
levels and the figures keep rising.
To compete and win in the international arena, U.S.
companies are simply going to have to offer products and services
that are world-class. That is the purpose behind this award --
and it is a national purpose.
So we are here today not only to honor four firms, but to
promote an awareness of quality in American business, and to
share successful management strategies -- strategies that can
sharpen America's lead in the world marketplace.
Each of these companies offers unique lessons. But these
four companies also found success in a few basic principles.
They learned that "quality control" cannot be imposed from
top to bottom.
They understand that quality management must cut through
organization charts, across departments and offices. A "quality
culture" does not depend on titles and job descriptions.
Finally, these winning companies also realize that they are
only as strong as the intelligence, judgment, and character of
their employees.
3
This year the Malcolm Baldrige National Quality Award is
going to all three award categories: manufacturing, small
business and for the first time -- service.
The winners with us today were selected from a population of
American organizations that requested more than 180,000
application guidelines this year. What I said of last year's
honorees applies today: Most companies catch hell from the
competition. But these companies are in the lead because no
competitor gave them a tougher time than they gave themselves.
Three of our winners are household names. Let me start with
IBM Rochester -- a company that proves that quality coupled with
employee training and education is good business. In fact, IBM
Rochester spends five times the national average on education and
training. Just one reason why IBM Rochester is globally
competitive.
The next recipient is another household name, the first
automotive company to earn this award -- Cadillac. When many
companies speak of quality changes, they speak of improvements in
management. This company speaks of a "culture change" -- a clear
recognition that Cadillac knows that quality begins with the
morale and ideas of its people. Cadillac executives, plant
managers, and union representatives all have worked together to
help win this award. Quality councils are at work at each of the
companies seven major facilities, supported by hundreds of
company teams. Cadillac shows that labor-management cooperation
yields quality results.
4
The next recipient is Federal Express -- the first large
service company to earn this award. This is a critical
recognition, because so much of our work force and our national
wealth comes from the service sector. And Federal Express is
simply nothing less than a model for all other service
corporations.
From ground zero in 1973, Federal Express has shot up to one
of the world's largest transportation companies, with more than
90,000 employees making one-and-a-half million shipments daily.
As with IBM Rochester and Cadillac, the secret of success
for Federal Express is its training and reliance on its
employees. With a no-layoff philosophy and extensive training,
Federal Express attracts top-notch, motivated people. In fact,
during the last five years, nearly 100 percent of Federal Express
employees surveyed responded that they were proud to be a part of
their company.
That is why Federal Express delivers. All American workers
should feel they are as much a part of their companies.
Which brings me to the Wallace Company of Houston, the first
small service business to be recognized. This family-owned firm
extends its family approach to all of Wallace's 280 skilled and
well-trained employees -- people who think of themselves as
"associates."
The Wallace Company proves that quality is not just for the
Fortune Five Hundred. This small distributor of industrial goods
not only survived the recent rough economic times in Houston. It
5
proved that even in tough times you can still commit to long-
term improvements in quality.
In business, success is its own reward. But the men and
women of these four firms have given all Americans a standard of
excellence. A standard to emulate. A standard to surpass.
They have proven that quality management is not just a
strategy: it must be a new style of working, even a new style of
thinking. A dedication to quality and excellence is more than
good business. It is a way of life -- giving something back to
society, offering your best to others.
For that, you have my admiration, and my heartiest
congratulations to every single American worker you represent.
Thank you and may God bless you all.
#
#
#
3
But these companies are in the lead because no compatitor gave
them a tougher time than they gave themselves.
Three of our winners are household names. Let no start with
IBM, Rochester --- a company that proves that employee training
Rochester
and education is good business. In fact, IBM spends five times
the national average on education and training, And THM puts its
own products to good use, giving its employees access to 11,000
terminals and worldwide information. Just one reason why IBM is
globally competitive.
The next recipient is another household name, the first car
company to earn this award -- Cadillac, When many companies
speak of quality changes, they speak of improvements in
management. This company speaks of a "sulture change" -- a clear
recognition that Cadillac knows that quality begins with the
NAGE INSERT
morale and ideas of its people. In fact, Cadillac has 50 much
has
confidence in what its employees can produce, it LS expands $ its
or
warranty from year and 12,000 miles, to 4 years and 160,000
sends
1
miles
Sounds expensive, but it 181.4 Cadiline can afford to be
generous with its customers because quality improvement has led
significant
to at
percept drop in warranty-related costs. Some managers
think of quality improvement as costly. Cadillac proves that
quality saves money and yields an immediate return.
The next recipient is the Federal Express Company -- the
first large service company to earn this award. This is a
critical recognition, because so much of our work force and our
2024566218 P.03
TO
DEC-11-1990 17:54 FROM NIST PAD
INSERT
Cadillac executives, plant managers, and union representatives all
have worked together to help win this award. Quality councils are
at work at each of the companies seven major facilities, supported
by hundreds of company teams. Cadillac shows that labor-management
cooperation yields quality results.
P.02
2024566218
01
DEC-11-1990 17:54 FROM NIST PAD
[FROM AWARD PROFICES]
Successes achieved by SE teams were the springboard
improvement, leadership skills, process modeling, staristi-
to a complete transformation in Cadillac's quality culture.
cal methods, and health and safety.
spartnerships with the United Auto Workers (UAW)
been a caralyst in this transformation. Along with
Suppliers and dealers also are fully integrated into
Cadillac executives and plant managers, union leaders
Cadillac's customer-focused quality improvement efforts.
serve on the Divisional Quality Council, which is part of
Three-fourths of the division's 55 Product Development
the UAW/GM Quality Nerwork. At Cadillac, the
and Improvement Teams have suppliers as members.
Quality Network also includes plant councils at each of
External suppliers must demonstrate continuous improve-
its seven major facilities, which are supported by the
ment in meeting "targets for excellence" in five key areas:
efforts of nearly 600 work teams and cross-functional
quality, cost, delivery, technology, and management. A
teams, each composed of berween 10 and 15 hourly and
well-developed assessment and part qualification process
salaried employees.
assures conformance, eliminating the need for regular
inspection of shipments.
Pledging to involve its employees "in the running of
the business," Cadillac solicits the views of all employee
In reliability and durability tests equivalent to 100,000
teams during the preparation of its annual business plans,
miles of customer use and 10 years of corrosion exposure,
all models have improved markedly, as determined from
measures of the "number of things gone wrong" during
the test. For all nine models, the number of such prob-
lems decreased between 27 percent and 71 percent since
1986 or, for new models, since production began. In tests
of 1990 and 1991 cars, nearly all models met or exceeded
world-class levels for reliability and durability.
For the customer, these product improvements and
Cadillac's commitment to improving service have re-
sulted in expanded warranty coverage-to a minimum of
four years or 50,000 miles, as compared with one year or
12,000 miles in 1988. Improved product quality, however,
has resulted in a 29-percent drop in warranty-related costs
during the first year or 12,000 miles, from 1986 to 1989.
which embody short- and long-term quality improvement
goals. The open, yet disciplined, planning process, guided
In step with service and product quality, customer
by analyses of information in more than 50 databases,
satisfaction has risen, as measured through extensive
culminates with the completion of detailed quality plans
surveys and analyses of complaints handled by its 24-hour
Customer Relations Center, for instance. On three key
for plants and staff units. These plans translate business
objectives into discrete measurable actions carried out by
measures-satisfaction with cars, service, and total
teams and individuals. Progress is closely monitored, and
ownership experience-1985 customers rated Cadillac at
feedback is provided in weekly team meetings. Feedback
about 70 percent. In 1989, Cadillac's scores in all three
is also provided through individual and team recognition
categories were 86 percent or better.
awards.
A comprehensive program of competitive analyses-of
Cadillac.
products; product features; services; and planning, devel-
opment, and manufacturing processes-provides Cadillac
For more information, contact:
management and employees with a clear picture of what
Rosetta M. Riley
the division must do to maintain or achieve world-class
Director, Customer Satisfaction
status in each category.
Cadillac Motor Car Company
2860 Clark St.
Thorough planning is also a hallmark of Cadillac's
Detroit, MI 48232
"people strategy" for improving the effectiveness and job
Phone: 313-554-5700
satisfaction of hourly and salaried employees' efforts.
Fax: 313-554-7789
Especially close attention is paid to educational needs.
or
Bill O'Neill
Each plant and staff unit has a Training Priorities Com-
Director of Public Relations
mittee (() determine what skills and knowledge workers
Cadillac Motor Car Company
must have to accomplish quality goals, and training
2860 Clark St.
programs are crafted to individual needs. In 1990, for
Detroit, MI 48232
example, skilled hourly personnel will receive a minimum
Phone: 313-554-5065
of 80 hours of formal instruction in such areas as quality
Fax: 313-554-5074
P.02
2024566218
01
PAD ISIN
FROM
12:58
0661-11-030
DEC-11-1990 11:21 FROM NIST PAD
TO
12024566218
P.01
TELECOPIER COVER SHEET
PUBLIC AFFAIRS DIVISION
Building 101 - Room A903
National Institute of Standards and Technology (NIST)
Gaithersburg, MD 20899
Date: 12/11
To:
Carol Blynire
FAX 202/456-6218
ORG.
Xt.
From:
MAT HEYMAN
FAX
301-926-1630
ORG.
NIST
Xt.
301-975-2762
Number of Pages (including cover sheet):
2
DEC-11-1990 11:22 FROM NIST PAD
TO
12024566218
P.02
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
PUBLIC AFFAIRS CONTACTS
FOR 1990 AWARD RECIPIENTS
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
Jan Kosko, Public Affairs Specialist
301/975-2762
NIST, A903 Administration Building Mat Heyman FAX: 301/926-1630
Gaithersburg, MD 20899
CADILLAC MOTOR CAR DIVISION
Bill O'Neill, Director of Public Relations
313/554-5065
2860 Clark Street
FAX: 313/554-5074
Detroit, MI 48232
FEDERAL EXPRESS CORPORATION
Dan Copp, Managing Director, Public Relations
901/395-3490
2005 Corporate Avenue ShirleeFinley
FAX: 901/346-1013
Memphis, TN 38132
IBM ROCHESTER
Paul Bergevin, Corporate Media Relations
914/765-6630
Old Orchard Road
FAX: 914/765-5099
Armonk, NY 10504
WALLACE CO. INC.
Michael E. Spiess, Vice President
713/672-5809
P. O. Box 2597
FAX: 713/672-5848
Houston, TX 77252-2597
- December 1990 -
THE WHITE house
WASHINGTON
Claire Sechler
x2800
Malcolm Baldridge
FACT-CHECK copy
Davis/Blymire
Title: Award
Date: Dec. 5, 1990
Draft: One
PRESIDENTIAL REMARKS: MALCOLM BALDRIGE NATIONAL QUALITY AWARDS
DEPARTMENT OF COMMERCE
11:15 A.M., THURSDAY, DECEMBER 13, 1990
( (Acknowledgements -- Secretary Mosbacher, Midge Baldrige))
We are here today to present an awardsnamed for a man
Claire sechler
dedicated to quality -- quality in public service as a Secretary
of Commerce, and quality as a good friend to so many of us in
this room.
Malcolm Baldrige was also a leader in business. And when it
came to business, he knew that quality cannot be assured with a
slogan or an ad campaign. It begins with winning and keeping
business. It begins with the understanding that only customers
can define quality. In short, it begins and ends with the
unsentimental judgment of the market.
Once, quality separated winning firms from sluggish ones.
That time has long since passed. With the fierce competition of
the international market, quality means survival -- nothing less.
Mat Heyman
In the 1950s, American companies generally competed only
against each other. Today, American companies may face a dozen
competitors from a dozen countries. Some would turn their backs
on this challenge. But we cannot beat the competition by
ignoring them or hiding behind the moats and heavy walls of an
economic Fortress America. We must compete and we must win. III
2
To win, U.S. companies are simply going to have to offer
products and services that are world-class. That is the purpose
behind this award -- and it is a national purpose.
areword
Inhonoring
So we are not here today to only honor four firms
We
are
these
4
firms,
also here to promote an awareness of quality in American business, and
to share successful management strategies -- strategies that can
sharpen America's lead in the world marketplace.
Each of these companies offers unique lessons. But these
four companies also found success in a few basic principles.
They learned that "quality control" cannot be imposed from
top to bottom.
They understand that quality management must cut through
depend
doesn't
upon
organization charts, across departments and offices. It
Quality must culture
rely
doesn't rely
upon
often ignoreStitles and status.
on
Finally, these winning companies also realize that modern
industry requires more than muscle-power from robot-like workers.
Today's industries are only as strong as the intelligence,
judgment and character of its employees.
This year, for the first time, the Malcolm Baldrige National
Quality Award is going to all three award categories:
datHeyman
manufacturing, service and small business. Our fourth honoree is
Mat
bold
Sentence may
the first small service business to be recognized.
cause confusion
Heyman
The winners with us today were selected from a population of
American companies that requested more than 180,000 application
guidelines this year. What I said of last year's honorees
applies today: Most companies catch hell from the competition.
3
But these companies are in the lead because no competitor gave
them a tougher time than they gave themselves.
Three of our winners are household names. Let me start with
IBM Rochester -- a company that proves that employee training
Roch
and education is good business. In fact, IBM spends five times
Rock
not unique
Gergevin
the national average on education and training. And IBM puts its
not
Med. Paul 1BM Rel. 765 6630
specificto
own products to good use, giving its employees access to 11,000 Rock
IBMR.
914-
terminals and worldwide information Just one reason why IBM is
globally competitive.
automative
The next recipient is another household name, the first car
company to earn this award -- Cadillac. When many companies
speak of quality changes, they speak of improvements in
management. This company speaks of a "culture change" -- a clear
recognition that Cadillac knows that quality begins with the
morale and ideas of its people. In fact, Cadillac has so much
has
expanded
confidence in what its employees can produce, it is expanding its
warranty from 1 year and 12,000 miles, to 4 years and 112,000
50,000
miles.
Sounds expensive, but it isn't. Cadillac can afford to be
generous with its customers because quality improvement has led
to a 29 percent drop in warranty-related costs. Some managers
think of quality improvement as costly. Cadillac proves that
quality saves money and yields an immediate return. [{Corporation]] Stat
The next recipient is the Federal Express Company xx -- the
first large service company to earn this award. This is a
X
X
critical recognition, because SO much of our work force and our
4
national wealth comes from the service sector. And Federal
Express is simply nothing less than a model for all other service
corporations.
From ground zero in 1973, Federal Express has shot up to
more
(Fortune 500 status)) with 90,000 employees making one-and-a-
half million shipments daily.
one
As with IBM and Cadillac, the secret of success for Federal
employees
Express is its training and reliance on its workers. With a no-
wansp.
layoff philosophy and extensive training, Federal Express
attracts top-notch, motivated people. In fact, during the last
nearly
100%
five years, at least 91 percent of Federal Express employees
surveyed responded that they were proud to be a part of their
company.
That is why Federal Express delivers. All American workers
should feel they are as much a part of their companies.
Which brings me to the Wallace Company of Houston. This
family-owned firm extends its family approach to all of Wallace's
280
288 skilled and well-trained employees -- people who think of
themselves as "associates. " bold, verysimp.
Spuss 713-672-5809 vp
The Wallace Company proves that quality is not just for the
Fortune Five Hundred. This small distributor of industrial goods
not only survived the recent rough economic times in Houston.
They took the chance to prove that in tough times you can make
the opportunity to commit to long-term improvements in quality.
In business, success is its own reward. But the men and
women of these four firms have given all Americans a standard of
5
excellence. A standard to study. A standard to emulate. A
standard to surpass.
They have proven that quality management is not just a
strategy: it must be a new style of working, even a new style of
thinking. A dedication to quality is more than business. It is
a way of life -- giving something back to society, offering your
best to others.
For that, you have my admiration, and my heartiest
congratulations to every single American worker you represent.
Thank you and may God bless you all.
#
#
#
THE WHITE HOUSE
WASHINGTON
November 30, 1990
MEMORANDUM FOR ADVANCE OFFICE
FROM:
LUCY MUCKERMAN VM
SUBJECT: WALK-THRU'S
EVENT:
Jobs for America's Graduates First Annual
Governors Leadership Award Luncheon
DATE:
Wednesday, December 12, 1990
LOCATION:
National Press Club
WALK-THRU:
Wednesday, December 5, 1990
Departing West Basement at 10:00 am
Dooley
TRIP COORDINATOR:
Patty Conrad
LEAD ADVANCE:
Mark Rosenker
PRESS ADVANCE:
Steve Ross
EVENT:
Malcolm Baldridge Awards Ceremony
DATE:
Thursday, December 13, 1990
LOCATION:
Department of Commerce
WALK-THRU:
Wednesday, December 5, 1990
Departing West Basement at 2:00 pm
Blymire
TRIP COORDINATOR:
Kris Goodwin
LEAD ADVANCE:
Peggy Hazelrigg
PRESS ADVANCE:
Steve Ross
EVENT:
Tree Lighting Ceremony
DATE:
Thursday, December 13, 1990
LOCATION:
Grossman
WALK-THRU:
wed. Monday, Ellipse December 5,5,990
Meet at National Christmas Tree at 2:30 pm
Monday, December 10, 1990
Meet at National Christmas Tree at 10:00 am
TRIP COORDINATOR:
Lucy Muckerman
LEAD ADVANCE:
Gordon James
PRESS ADVANCE:
Steve Ross