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Malcolm Baldridge Quality Awards 12/14/92 [OA 7583]
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Malcolm Baldridge Quality Awards 12/14/92 [OA 7583]
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Malcolm Baldridge Quality Awards 12/14/92 [OA 7583]
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26
23
2
3
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, D.O.C.
MONDAY, DECEMBER 14, 1992 \ 11:30 A.M.
THANK YOU, SECRETARY FRANKLIN. LET ME
FIRST RECOGNIZE OUR BALDRIGE FOUNDATION
TRUSTEES, OUR PRIVATE SECTOR EXAMINERS AND
JUDGES AND ALL THOSE WHO COORDINATED THIS
YEAR'S BALDRIGE AWARDS. ALSO, IT IS MY
I also want to recognize Members 00 congress
SPECIAL PRIVILEGE To SALUTE MEMBERS OF THE
BALDRIGE FAMILY WITH US TODAY.
- 2 -
I ALWAYS LOOK FORWARD TO THIS YEARLY
AWARDS CEREMONY. AN OPPORTUNITY TO HONOR
INDUSTRY'S BEST. AND A CHANCE To REVISIT THE
LEGACY OF AN EXTRAORDINARY MAN -- MALCOLM
BALDRIGE.
I REMEMBER A STORY PRESIDENT REAGAN LOVED
To TELL OF THE DAY HE PHONED MAC TO ASK HIM
To JOIN HIS CABINET.
- 3 -
HE WAS TOLD BY HIS WIFE, MIDGE, THAT HE'D
HAVE TO CALL BACK LATER: MAC WAS OUT ON HIS
HORSE ROPING AND COULDN'T COME TO THE PHONE.
THAT WAS MAC.
HE WAS A MAN WHOSE COLLECTION OF BELT
BUCKLES WAS THE ONLY THING THAT COULD
OUTNUMBER HIS MANY ACHIEVEMENTS.
- 4 -
IN A HAND-TOOLED WESTERN BELT AND A
PIN-STRIPE SUIT, MAC WAS THE CONNECTICUT
COWBOY, A MAN WHOSE NAME IS NOW ENSHRINED IN
THE COWBOY HALL OF FAME -- AND THE ONLY GUY I
KNEW WHO'D COMPLAIN OF SADDLE SORES FROM
SITTING AT A DESK TOO LONG. //
- 5 -
HE USED TO SAY THAT THE THING HE LIKED ABOUT
COWBOYS WAS THAT THEY DIDN'T TALK UNLESS THEY
HAD SOMETHING TO SAY, AND WHEN THEY SAID
SOMETHING, THEY MEANT IT. THAT WAS TRUE OF
MAC. WHEN HE TALKED BUSINESS, HE MEANT
BUSINESS. AND WHEN HE TALKED OF MAKING
AMERICA'S PRODUCTS SECOND TO NONE, YOU
LISTENED.
- 6 -
THE STANDARDS OF EXCELLENCE MAC EMBODIED
ARE STILL VERY MUCH WITH US. FAIRNESS,
HONESTY, TENACITY. THESE WERE HIS
YARDSTICKS. THE SAME YARDSTICKS WE USE TODAY
IN LOOKING FOR THE VERY BEST THAT AMERICAN
INDUSTRY HAS TO OFFER. AND THIS YEAR, WE
HAVE FOUND THEM IN FIVE EXCEPTIONAL
COMPANIES.
- 7 -
NINETY COMPANIES, THIS YEAR, DECIDED THEY
WERE TOUGH ENOUGH TO TAKE THE BALDRIGE TEST.
THOUSANDS -- ROUGHLY 175,000 OTHERS -- USED
THE BALDRIGE CRITERIA AS AN INTERNAL TEST, AS
A WAY TO BE TOUGH ON THEMSELVES. A FEW OF
OUR PAST WINNERS, LIKE MOTOROLA AND IBM, HAVE
EVEN GONE so FAR AS TO URGE THEIR SUPPLIERS
TO FOLLOW THE BALDRIGE CRITERIA.
- 8 -
WHAT THIS TELLS US IS SIMPLE: AMERICA IS
NUMBER ONE BECAUSE IT DEMANDS NOT ONLY THE
BEST FOR ITSELF, BUT ALSO FROM ITSELF. //
AND NOW TO THIS YEAR'S WINNERS.
SOME MIGHT THINK THE COMMERCE DEPARTMENT
OFFERED A TWO-FOR-ONE DEAL WITH AT&T -- BUT
NOT so.
- 9 -
THOUGH BOTH TRANSMISSION SYSTEMS AND
UNIVERSAL CARD SERVICES ARE DIVISIONS OF
AT&T, THEY ARE TWO SEPARATE BUSINESSES, WHO
SHARE ONE COMMON GOAL -- A COMMITMENT TO
QUALITY. AT&T CHAIRMAN ROBERT ALLEN SAID OF
THIS COMMITMENT: "THE REAL CHALLENGE IS TO
DEFINE QUALITY NOT FROM OUR OWN PERSPECTIVE,
BUT FROM THE CUSTOMER'S.'
- 10 -
THIS BOTH DIVISIONS HAVE DONE.
TRANSMISSION SYSTEMS BUSINESS UNIT DEDICATES
ITSELF NOT ONLY TO ITS CUSTOMERS' SHORT-TERM
NEEDS, BUT ITS LONG-TERM NEEDS AS WELL. WITH
THE INPUT OF MORE THAN 7500 EMPLOYEES AT NINE
U.S. SITES, TRANSMISSION SYSTEMS HAS
INITIATED PROGRAMS TO PREDICT WHAT NEW
TECHNOLOGIES WILL BE NEEDED TO MEET THEIR
CUSTOMERS' LONG-TERM GOALS.
- 11 -
IN SLIGHTLY MORE THAN 3 YEARS, TRANSMISSION
SYSTEMS HAS NEARLY DOUBLED INTERNATIONAL
SALES AND NOW SELLS SYSTEMS TO MORE THAN 50
COUNTRIES. THAT'S A LOT OF SATISFIED
CUSTOMERS.
UNIVERSAL CARD SERVICES HASN'T BECOME A
BENCHMARK OF OTHER COMPANIES BY ACCIDENT, BUT
BY EFFORT -- TOP PERFORMANCES BY ALL OF ITS
2500 EMPLOYEES.
- 12 -
UNIVERSAL CARD LED ITS CHARGE TO EXCELLENCE
BY CENTRALIZING THEIR BUSINESS AROUND ONE KEY
PRINCIPLE: "DELIGHT THE CUSTOMER." AND IT
SEEMS THEY ARE, INDEED, DELIGHTED. 98% OF
THEIR CUSTOMERS RATE OVERALL SERVICES AS
BETTER THAN THE COMPETITION. 98%. [[THAT'S
ONE POLL I COULD HAVE USED ABOUT A MONTH AGO.
//]]
- 13 -
IT'S NOT OFTEN THAT A SMALL BUSINESS
MEANS BIG BUSINESS, BUT IT'S TRUE FOR THE
GRANITE Rock COMPANY. WITH THE INITIATION OF
THEIR TOTAL QUALITY PROGRAM, GRANITE Rock HAS
EXCEEDED ITS INDUSTRY STANDARDS FOR HIGH
QUALITY AND UNMATCHED SERVICE.
- 14 -
RATHER THAN FOLLOW A WELL-WORN PATH, GRANITE
Rock CHOSE TO CHART ITS OWN WAY -- A JOURNEY
THAT HAS BROUGHT THEM HERE TODAY -- AN AWARD-
WINNING COMPANY THAT DEFINES SUCCESS IN THREE
LITTLE WORDS: "ANOTHER SATISFIED CUSTOMER."
- 15 -
RITZ-CARLTON WON 121 QUALITY-RELATED
AWARDS IN 1991, BUT ASK ANY EMPLOYEE HOW THEY
GAUGE THEIR SUCCESS AND THEY'LL SAY -- THE
GOLD STANDARDS -- THE RITZ-CARLTON'S BIBLE
FOR PREMIUM SERVICE.
WITH ALMOST 12,000 EMPLOYEES, THE RITZ-
CARLTON HAS IMPLEMENTED A RIGOROUS QUALITY
PROGRAM THAT SEEKS "A MEMORABLE VISIT" FOR
EVERY GUEST.
- 16 -
THIS LUXURY HOTEL BUSINESS KNOWS THAT A MINT
ON THE PILLOW ISN'T ENOUGH TO KEEP A CUSTOMER
COMING BACK. IT'S THE PRINCIPLE "SERVICE
MUST BE EXCELLENT IF IT IS ANYTHING" THAT HAS
EARNED RITZ-CARLTON ONE OF THE MOST LOYAL
FOLLOWINGS IN THE TRAVEL AND TOURISM
INDUSTRY.
FOR TEXAS INSTRUMENTS DEFENSE SYSTEMS &
ELECTRONICS GROUP, ITS BEST PRODUCT IS ALWAYS
SURPASSED BY ITS NEXT INNOVATION.
- 17 -
MAC USED TO CALL THIS KIND OF INVENTIVENESS
"YANKEE INGENUITY." [[I'M NOT SURE A TEXAS-
BASED COMPANY COTTONS TO BEING CALLED
"YANKEE" -- BUT INGENIOUS, I THINK THEY'LL
ACCEPT. //1] FORMED DURING WORLD WAR II,
THIS T.I. SUBSIDIARY HAS GROWN TO BECOME THE
NATION'S EIGHTH LARGEST DEFENSE ELECTRONICS
CONTRACTOR.
- 18 -
WE KNOW FROM THE SUCCESS OF DESERT STORM,
THAT IN MATTERS OF ADVANCED WEAPONRY, QUALITY
IS KEY. AND WE KNOW, Too, FROM THE SUCCESS
OF DESERT STORM, THAT T.I.'s CONTRIBUTIONS TO
THIS EFFORT WERE INVALUABLE.
IN TODAY'S COMPETITIVE GLOBAL
MARKETPLACE, QUALITY OF SERVICE AND QUALITY
OF GOODS TAKES ON TOP PRIORITY IN AMERICAN
BUSINESS.
- 19 -
PREMIUM STANDARDS ARE NO LONGER LOFTY GOALS,
BUT VITAL COMPONENTS OF EVERY BASIC BUSINESS
STRATEGY. THIS YEAR'S BALDRIGE AWARD WINNERS
KNOW THAT QUALITY STANDARDS DO NOT IMPEDE
SUCCESS, THEY ENCOURAGE IT. MAC WOULD AGREE.
- 20 -
EACH TIME WE REVISIT OUR MEMORIES OF MAC
BALDRIGE AT THIS CEREMONY, I'M REMINDED OF
THE WISDOM HE USED TO IMPART MOST OFTEN --
ALWAYS, IN ANYTHING AND EVERYTHING, RISE TO
THE HIGHEST STANDARD. THIS YEAR'S MALCOLM
BALDRIGE QUALITY AWARD WINNERS HAVE ALL DONE
JUST THAT.
- 21 -
CONGRATULATIONS. MAY GOD BLESS YOU ALL
AND THE UNITED STATES OF AMERICA.
#
#
#
am.
1 Members of Congress
No cab members yet
Secretary Franklin
Private Sector Examiners and Judges
Foundation Trustees
Baldrige Family Members (wife will not be there)
Accepting for their companies:
AT&T TSBU -- Greg Hughes, President
Texas Instruments -- Jerry Junkins, Chairman, President and CEO
AT&T Universal Card -- Paul Kahn, President and CEO
Ritz-Carlton -- Horst Schulze, President and CEO
Granite Rock Company -- Bruce Woolpert, Co-President and CEO
Did Didnotinelude not include of Congress
Jam
Administration of George Bush, 1989 / Nov. 2
eting on the Uruguay round
ministers of the quadrilat-
the Associate Deputy Administrator for Lo-
Deputy Director of the Veterans Adminis-
es (U.S., Canada, and Japan)
gistics at the Veterans Administration. Prior
tration for Logistics.
.S on November 12.
to this, she served in several other capac-
Ms. Livingstone graduated from the Col-
ities at the Veterans Administration, includ-
lege of William and Mary (A.B., 1968), the
e Multilateral Development
ing Associate Deputy Administrator for
University of Montana (M.A., 1972), and the
rts to Encourage Meaning-
Management, 1985-1986, and Associate
Fletcher School of Law and Diplomacy
licy Reforms: Consult with
Deputy Administrator for Logistics, 1985.
(M.A., 1973). She was born January 13,
eral development banks to
From 1981 to 1985, Ms. Livingstone served
1946, in Carthage, MO. Ms. Livingstone is
r efforts to work with the
as the Executive Assistant to the Associate
married and currently resides in Washing-
utries to promote meaning-
ton, DC.
cy reforms.
Nomination of Abraham N.M. Shashy, Jr., To Be Assistant General
Midland Community
Counsel of the Treasury
November 1, 1989
The President today announced his inten-
School of Law, 1985-1986; adjunct profes-
nderful example of one
tion to nominate Abraham N.M. Shashy, Jr.,
sor of taxation at New York University
other. So, you've respond-
to be Assistant General Counsel of the
School of Law, 1977-1984; instructor of tax-
V proud.
Treasury (Chief Counsel for the Internal
ation at New York University School of
And as for you, Jessica-
Revenue Service). He would succeed Wil-
Law, 1975-1976; and instructor at the Uni-
S my handkerchief?
liam F. Nelson.
versity of Florida College of Law, 1974.
d are you now?
Since 1984 Mr. Shashy has served as a
Mr. Shashy graduated from the University
partner with the firm of Jones, Day, Reavis
of Florida (B.S., 1970), the University of
nt spoke at 1:30 p.m. in
and Pogue in Dallas, TX. Prior to this, he
m at the White House.
was a partner with Kronish, Lieb, Shainswit,
Florida College of Law (J.D., 1973), and
Weiner and Hellman in New York, 1981-
New York University School of Law (LL.M.,
ender accepted the award
4, in recognition of the
1984, and an associate, 1976-1981. In addi-
1975). He was born January 13, 1950, in
tion, he served as an adjunct professor of
Ocala, FL. Mr. Shashy is married, has two
onse to the crash of
ight 232 on July 19. The
taxation at Southern Methodist University
children, and resides in Dallas, TX.
TX, established the award
inary community volun-
ïed by the rescue of Jessi-
an abandoned well in
Remarks at the Presentation Ceremony for the Malcolm Baldrige
it held 3-year-old Jessica
National Quality Awards
ne ceremony. In his re-
t to Senator Charles E.
November 2, 1989
resentative Fred Grandy
Thank you, Secretary Mosbacher, for the
spotted Strom-I know I did-over here.
warm welcome. It's great to be back across
And it's a little hard to see, but Jesse Helms
the street, almost, at this wonderful Depart-
was to be here, Congressmen Sherry Boeh-
ment. I first want to salute the Baldrige
lert, Don Ritter. George Brown, I do see,
an Assistant
family-a special hello to Midge. Of course,
Howard Coble, Doug Walgren, and Nancy
I'm délighted to see the Secretary of the
Johnson. And if I missed a few-Alec Mc-
Treasury here and Ambassador Hills; able
Millan, I think. And I can't see who else
members of my Cabinet sitting next to
we've got over there, but nevertheless, wel-
them; Dr. Bromley, our Science Advisor,
come to the Members of Congress, whose
who has a keen interest in the success of
ons and Logistics. She
support is absolutely essential for the work-
W. Shannon.
the work of this Department.
ings of the Commerce Department.
vingstone has served as
I want to salute Deputy Secretary Murrin
In just a few moments, it will be my
and Under Secretary Betti. And I think I
pleasure to present awards named after a
1441
Nov. 2 / Administration of George Bush, 1989
great public servant and a close and dear
learned to see foreign competition not as an
friend, Malcolm Baldrige. So, let me just say
excuse to close doors and raise barriers but
a few words about Mac. He had a zest for
as an incentive to renew our own commit-
life-Nancy, I didn't see you-had a zest for
ment to excellence.
life, love of family, and a love of country
American managers have reconsidered
that was uncommon. He was an outstanding
every time-honored belief, every traditional
Secretary of Commerce for 6½ years, and
practice, every customary procedure; and
he was also an outstanding friend. Mac's
they've embraced what works and rejected
word of honor-as those of you who worked
the past. They've studied examples of inno-
with him-was his bond, as good as a $20
vation from home and abroad and adopted
gold piece.
only the best. And we now know the result
And he never quite fit any mold. In this
of this historic reassessment: When it comes
town, they always try to make you fit into
some mold. Baldrige never quite fit the
to meeting the competition, America is
back in business.
mold. He was the president of a very suc-
cessful company who spent a lot of his time
We're here today to honor two companies
with volunteer firemen when his wife
that are leading this resurgence. They're
wasn't doing that kind of work. He was the
leading the resurgence in American busi-
son of the East who rode horses and loved
ness leadership. Most companies catch hell
his place in New Mexico. He felt at home
from the competition, but these two compa-
with cowboys because he roped with them
nies are in the lead because no competitor
all of his life. You'd never have known it
gave them a tougher time than they gave
from his friendly, easygoing manner, but he
themselves. Of course, in business, success is
was also a bit of a perfectionist, in word and
its own reward. And yet all American firms
deed.
benefit by having a standard of excellence
As a leader in business, Mac strived for
to match and perhaps, one day, to surpass.
quality in products; as Commerce Secre-
For 1989 there can be no higher standard
tary, for quality in public policies. Even the
of quality management than those provided
language-some of you may well remem-
by the winners of the Malcolm Baldrige Na-
ber, to your horror-the language of his
tional Quality Award: Milliken & Company
memos was lean and exact. In fact, he had a
and the Xerox Corporation.
special computer software program for
Both of these manufacturing firms were
Commerce Department documents, one
well-established leaders in their markets,
that automatically weeded out jargon like
yet both were being steadily squeezed out
impacted, viable, infrastructure. [Laughter]
by the intense foreign and domestic compe-
Sort of Gramm-Rudman cut of the English
tition. In the midst of this crisis, the men
language, if you will. [Laughter]
and women of these companies found
But like all perfectionists, he knew that
within themselves the will to make a pains-
perfection is not reaching the attainable.
taking reassessment and the drive to win
Rather, it's a never-ending quest for the
back that market share. Both companies
unattainable. His life was such a quest, a life
started down this path of reassessment with
whose legacy leaves us with a profound in-
a simple premise: In business, there is only
sight: A truly successful man or woman is
one definition of quality-the customer's
someone who has, indeed, served others.
definition. And then they proceeded from
Companies, like people, are successful
this one premise to restructure their pro-
only to the extent to which they provide
duction and marketing plan. Sounds simple.
service. This is true for all business, from
But I know, as a former tiny businessman
the humblest mom-and-pop operation to
myself, how difficult it is to restructure a
the largest corporation. The improvement
firm from top to bottom. And today's win-
of quality in products and the improvement
ners know what is possible when a firm
of quality in service-these are national pri-
restructures itself from the bottom up. They
orities as never before. In recent years,
know that a company can no longer afford
Americans have felt the sting of fierce com-
to regard employees as automatons in a pro-
petition on a global scale, and we've
duction line. They know that a company
1442
Administration of George Bush, 1989 / Nov. 2
reign competition not as an
must rely on the intelligence, judgment,
excuses attitude. an aggressive impatience
oors and raise barriers but
and good character of the people) it em-
with the status quo even in the best of
0 renew our own commit-
ploys.
times. And it's this attitude, more than any-
ce.
And there are as many successful forms of
thing else, that is responsible for the cre-
nagers have reconsidered
management as there are successful compa-
ation of wealth and jobs that we have seen
ed belief, every traditional
nies. But for these two companies, success
over the last 7 years.
ustomary procedure; and
came when they developed their human as
In these years. our total national wealth
1 what works and rejected
well as their technological potential. Milli-
has grown by almost a third, and more than
studied examples of inno-
ken, for example, a 125-year-old textile
20 million new jobs created. And we are
and abroad and adopted
manufacturer in South Carolina-but its
still enjoying the rewards of what has
d we now know the result
management style is sheer 21st century.
proven to be the longest peacetime expan-
ssessment: When it comes
Milliken scrapped the old management hi-
sion in American history. So, given the right
competition, America is
erarchy in favor of what they call a flat
policies, and a reduced capital gains tax
management structure-good thing they're
would be one-Congress, I hope you're lis-
not a tire company-|laughter]-flat man-
y to honor two companies
tening-this expansion will continue. And
this resurgence. They're
agement structure. Milliken even gave a
new title to its employees, calling them as-
given the right tools, the American people
gence in American busi-
sociates. And this is no hollow accolade for
can reach even greater heights. The poten-
lost companies catch hell
tial of this nation is as boundless as the
public relations. Every Milliken employee,
on, but these two compa-
I'm told, truly is an associate. In fact, any
imagination and drive of the American
d because no competitor
Milliken worker has the power to halt that
people. All we have to do for our citizens is
her time than they gave
production line if he or she detects a prob-
what these two companies have done for
irse, in business, success is
lem in quality or safety.
their employees: give them the freedom to
id yet all American firms
Our other winner takes a similar ap-
do what they do best-freedom to imagine,
a standard of excellence
proach with its "Team Xerox" philosophy.
freedom to create. and freedom to excel.
aps, one day, to surpass.
Xerox employees are given the authority
Our winners had such freedom, and they
7 be no higher standard
that they have to have, that they need, to
certainly made the most of it.
ent than those provided
make day-to-day decisions. And they are,
I give my heartiest congratulations to
he Malcolm Baldrige Na-
the company says, expected to take the ini-
Roger Milliken, who is here, and to David
rd: Milliken & Company
tiative in finding and fixing problems-and
Kearns. And I give my heartiest congratula-
oration.
they do. While every manager works, every
tions to your employees, your associates.
anufacturing firms were
worker is managing.
And thank you all for being here to honor
ders in their markets,
One of the best things about this award is
these two successful stories. Thank you
g steadily squeezed out
that it allows successful companies to share
very, very much.
gn and domestic compe-
what they have learned to set an example.
of this crisis, the men
Perhaps these two companies ought to
Note: The President spoke at 10:34 a.m. in
nese companies found
merge-and be careful of the antitrust.
Malcolm Baldrige Hall at the Commerce
he will to make a pains-
[Laughter] Can you imagine it? Your ward-
Department. In his remarks, he referred to
it and the drive to win
robes wouldn't just be coordinated; it would
Secretary of Commerce Robert A. Mos-
share. Both companies
be collated. [Laughter]
bacher; Malcolm Baldrige's widow, Marga-
ath of reassessment with
Many firms will learn a great deal from
ret (Midge); Secretary of the Treasury Nich-
business, there is only
their example. Others will need to follow
olas F. Brady; U.S. Trade Representative
juality-the customer's
their own path. But to those who say that
Carla A. Hills; Deputy Secretary of Com-
1 they proceeded from
we have lost our edge, that the days are
merce Thomas J. Murrin; Under Secretary of
restructure their pro-
past when "Made in America" meant the
Defense John A. Betti: Senators Strom Thur-
ng plan. Sounds simple.
best, I say: Tell that to the people of the
mond of South Carolina and Jesse Helms of
rmer tiny businessman
Milliken plant in Spartanburg, South Caroli-
North Carolina: Roger Milliken, chairman
it is to restructure a
na. Tell that to the Xerox teams in up-
and chief executive officer of Milliken &
tom. And today's win-
state-up in Monroe County, New York.
Co.; and David T. Kearns, chairman and
possible when a firm
Quality products and service is no acci-
chief executive officer for business and
in the bottom up. They
dent. It's the result of a certain can-do, no-
products systems for Xerox Corp.
y can no longer afford
as automatons in a pro-
now that a company
1443
Administration of George Bush, 1990 / Dec. 13
Program for the
Excerpt of a White House Fact Sheet on the Soviet Union and
International Financial Institutions
December 12, 1990
luntary organizations
The President has proposed a special as-
al with the institutions
and
other
countries
eliver, and distribute
sociation of the Soviet Union with the Inter-
and to develop with
them the necessary
medical and pharma-
national Monetary Fund (IMF) and the
new arrangements.
in the Soviet Union.
World Bank that will give Moscow access to
We believe it is best for the Soviet Union
y in Moscow, working
the economic and financial expertise in
to establish such a relationship with these
orities in the central
those institutions. He has asked Secretary of
institutions before addressing the issue of
at the republic and
the Treasury Brady, as U.S. Governor of the
full membership.
th U.S. private volun-
IMF and World Bank, to pursue this propos-
S already in the Soviet
K to identify specific
al assistance priorities.
Remarks at the Presentation Ceremony for the Malcolm Baldrige
the program and the
be provided will
National Quality Awards
detailed assessment of
December 13, 1990
of private interest in
May I, too, salute the Deputy Secretary,
Mac Baldrige. What a great guy.
ice will be targeted at
Mr. Murrin-and of course, the Secretaries
He was-you know, some forget this, but
e population needing
from the other Cabinet Departments that
Mac, prior to becoming Secretary of Com-
disposable syringes
are here. I'm delighted to see all of you. I
merce, was a true leader in business. And
r diabetics, drugs for
want to single out our Science Advisor that
when it came business, he really did under-
tc.).
was to be here, Allan Bromley-I'm not
stand that quality cannot be assured with
sure he is-but in any event, very much
some slogan or an ad campaign. And he
interested in this whole field of competi-
knew that it begins with winning and keep-
tiveness. Dick Truly of NASA-a keen stake
ing business. And it begins with understand-
in seeing the quality of all performed. I
Food
ing that only customers can define quality.
want to salute the Cadillac general manag-
And in short, it begins and ends with the
er, John Grettenberger; John Akers, who is
the president and CEO of IBM, chairman of
unsentimental judgment of the market-
the board; the president and chairman of
place.
the board of Federal Express, who's with us,
Once quality separated winning firms
ng system, consider al-
Fred Smith-we'll be seeing these all in a
from sluggish ones. That time has long since
ulnerable populations,
bit; and John Wallace, from Houston, who is
passed. And with the fierce competition of
asures to improve the
the CEO of the Wallace Company.
the international market, quality means sur-
the Soviet people.
And then I also want to salute the Mem-
vival, and nothing less.
lude experts from the
bers of Congress who are good enough to
The renewed commitment by America to
niversities, private vol-
be with us today, members of the Baldrige
quality can be seen in the explosion of ap-
and the U.S. Govern-
family. How I love Mac Baldrige. Welcome
plications to receive the Baldrige Award. In
ers will work closely
home! And congratulations especially to
just a few years, the National Quality Award
ent officials, as well as
these winners. And I'm proud to see some
has literally become the standard of busi-
c governments.
who were honored last year.
ness excellence. And the renewed spirit of
I want to single out Bob Mosbacher here,
excellence in business, of making quality an
who is doing a splendid job as our Secretary
integral part of America's corporate strate-
of Commerce-a quality job, I might say.
gy, has truly, I believe, made us more com-
Quality is it. Quality for our administration.
petitive in the international arena. Exports
And we're here today to present these four
have already increased nearly 8 percent
awards, as I say, named for another man of
from year-ago levels, and the figure keep
quality, and that again is former Secretary
on rising.
1789
Dec. 13 / Administration of George Bush, 1990
To compete and win in the international
quality begins with the morale and idea of
arena, United States companies are simply
its people. Cadillac executives, plant manag-
going to have to offer product and services
ers, or union representatives-all have
that are world-class. And that's the purpose
worked together to help win this award.
behind this award. And it's a national pur-
Quality councils are at work at each of the
pose.
company's seven major facilities, supported
So, we're here today not only to honor
by hundreds of company teams. And Cadil-
these four deserving firms but to promote
lac shows that labor-management coopera-
an awareness of quality in American busi-
tions indeed yields quality results.
ness and to share successful management
The next recipient is Federal Express, the
strategies-strategies that can, indeed,
first large service company to earn this
sharpen America's lead in the world mar-
award. This is a critical recognition because
ketplace. Each of these companies offers
so much of our work force and our national
unique lessons. But these four companies
wealth comes from the service sector. And
also found success in a few basic principles.
Federal Express is simply nothing less than
They learned that quality control cannot be
a model for all other service corporations.
imposed from top to bottom. They under-
From ground zero in 1973, Federal Express
stand that quality management must cut
has shot up to one of the world's largest
through organization charts, across depart-
transportation companies, with more than
ments and offices. A quality culture does
90,000 employees making 1.5 million ship-
not depend on titles and job descriptions.
ments a day. As with IBM Rochester and
And finally, these winning companies also
Cadillac, the secret of success for Federal
realize that they are only as strong as the
Express is its training and reliance on its
intelligence, judgment, and character of
employees. With a no-layoff philosophy and
their employees.
extensive training, Federal Express attracts
This year, the Malcolm Baldrige National
Quality Award is going to all three award
top-notch, motivated people. In fact, during
the last 5 years, nearly 100 percent of Fed-
categories: manufacturing, small business
eral Express employees surveyed responded
and, for the first time, service. The winners
with us today were selected from a popula-
that they were proud to be a part of their
tion of American organizations that request-
company. And that's why Federal Express
delivers. And all American workers should
ed more than 180,000 application guide-
lines this year. And what I said of last year's
feel they are as much a part of their compa-
nies.
honorees applies today: Most companies
catch hell from the competition. But these
And that brings me then to the Wallace
companies are in the lead because no com-
Company of Houston, Texas, the first small
petitor gave them a tougher time than they
service business to be recognized. This
gave themselves.
family-owned firm extends its family ap-
Three of our winners are household
proach to all of Wallace's 280 skilled and
names. Let me start with IBM at Rochester,
well-trained employees, people who think
a company that proves that quality coupled
of themselves as "associates."
with employee training and education is
The Wallace Company prove that quality
simply good business. In fact, IBM Roches-
is not just for the Fortune 500. This small
ter spends five times-five times-the na-
distributor of industrial goods not only sur-
tional average on education and training-
vived the recent rough economic times in
and just one reason why IBM Rochester is
Houston, it proved that even in tough times
globally competitive.
you can still commit to long-term improve-
And the next recipient is another house-
ments in quality.
hold name, the first automotive company to
In business, success is its own reward. But
earn this award: Cadillac. And when many
the men and women of these four firms
companies speak of quality changes, they
have given all Americans a standard of ex-
speak of improvement in management. This
cellence-a standard to emulate, a standard
company speaks of a "culture change," a
to surpass. And they have proven that qual-
clear recognition that Cadillac knows that
ity management is not just a strategy. It
1790
Administration of George Bush, 1990 / Dec. 13
h the morale and idea of
must be a new style of working, even a new
proud to be here to participate in this cere-
2 executives, plant manag-
style of thinking. A dedication to quality
mony. Thank you all.
representatives-all have
and excellence is more than good business.
to help win this award.
It's a way of life, giving something back to
Note: The President spoke at 11:23 a.m. in
re at work at each of the
society, offering your best to others.
the Grand Hall at the Department of Com-
major facilities, supported
And so, for all of that, you have my admi-
merce. In his remarks, he referred to
mpany teams. And Cadil-
ration-my heartiest congratulations to
Deputy Secretary of Commerce Thomas J.
oor-management coopera-
every single American worker that you rep-
Murrin and Richard H. Truly, Administra-
quality results.
resent. And may I say to all of you, thank
tor of the National Aeronautics and Space
ent is Federal Express, the
you and Merry Christmas. And I'm very
Administration.
e company to earn this
ritical recognition because
ork force and our national
m the service sector. And
Remarks at a Briefing on the Points of Light Foundation
; simply nothing less than
ther service corporations.
December 13, 1990
in 1973, Federal Express
ne of the world's largest
Thank you very, very much. A warm wel-
munity problem-solving.
npanies, with more than
come to the White House. Merry Christmas!
Of course, service to others is and has
making 1.5 million ship-
Happy holidays! We're beginning to get the
been the mission of much of the nonprofit
with IBM Rochester and
spirit around here. And may I salute the
community. But your challenge is to find a
et of success for Federal
Attorney General and thank him for his
way to engage all of your members in serv-
ining and reliance on its
leadership and for his keen interest in the
ice. To help engage all of your members in
a no-layoff philosophy and
subject that you've been discussing, that I'm
service, the foundation is urging every insti-
Federal Express attracts
about to discuss. Because I am really de-
tution to appoint Points of Light represent-
ted people. In fact, during
lighted to be here to help introduce the
atives. And to ensure that every community
early 100 percent of Fed-
Points of Light Foundation to this impres-
has multiple places to which individuals and
'oyees surveyed responded
sive group of nonprofit organizations and
institutions can turn for counsel about how
roud to be a part of their
State leaders and to announce three initia-
to serve others and where to obtain service,
at's why Federal Express
tives designed to reduce barriers hindering
the foundation is calling on a wide variety
American workers should
voluntary service efforts.
of institution to become what we call Points
much a part of their compa-
Since our founding, America has been dis-
of Light centers.
tinguished among nations for the extraordi-
As part of my commitment to advance
S me then to the Wallace
nary degree to which our people have vol-
the Points of Light movement, I'm deter-
ston, Texas, the first small
untarily banded together to help those
mined to help remove barriers to service.
to be recognized. This
among us in need. And today we're faced
Now, no obstacle-no obstacle is more chill-
m extends its family ap-
with perhaps more pressing needs than at
ing than the fear of personal liability and
Wallace's 280 skilled and
any time in our history-needs that many of
the high cost of insurance to protect against
ployees, people who think
your organizations, the organizations repre-
liability. Often programs are curtailed or
"associates."
sented here today, strive to meet year in
those contemplated are not undertaken be-
ompany prove that quality
and year out.
cause of the fear of personal liability-outra-
e Fortune 500. This small
The needs of our nation are so great that
geous claims, often, about personal liability.
lustrial goods not only sur-
the Points of Light Foundation seeks to
And I'm aware of the genuine interest that
rough economic. times in
make direct and consequential service
volunteer leaders in this room have ex-
d that even in tough times
aimed at serious social problems central to
pressed in limiting exposure to the risk of
mit to long-term improve-
the life and work of every American. To
liability and the high cost of insurance.
achieve this goal, most institutions will need
And therefore, today I am announcing
:cess is its own reward. But
to adopt a new way of thinking. They must
three new initiatives that will bring about
omen of these four firms
come to see solving these social problems as
much-needed change. First, I call on the
mericans a standard of ex-
not just the responsibility of government
nonprofit community to support a private,
lard to emulate, a standard
and nonprofit organizations. Institutions will
nongovernmentally controlled national vol-
hey have proven that qual-
have to refine their missions to include the
unteer risk management center, a central
is not just a strategy. It
engagement of all of their members in com-
place to which volunteer organizations can
1791
Nix
December 8, 1992
Draft Three
BALDRIGE.1
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, DECEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
He was a man whose collection of belt buckles was the only
thing that could outnumber his many achievements. In a hand-
tooled western belt and a pin-stripe suit, Mac was the
Connecticut cowboy, a man whose name is now enshrined in the
Cowboy Hall of Fame -- and the only guy I knew who'd complain of
saddle sores from sitting at a desk too long. // He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Ninety companies, this year, decided they were tough enough
to take take the Baldrige test. Thousands -- roughly 175,000
others -- used the Baldrige criteria as an internal test, as a
way to be tough on themselves. A few of our past winners like
Motorola and IBM have even gone so far as to urge their suppliers
to follow the Baldrige criteria. What this tells us is simple:
America is number one because it demands not only the best for
itself, but also from itself. //
And now to the winners themselves.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's."
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers' short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, Transmission Systems
has initiated programs to predict what new technologies will be
needed to meet their customers' long-term goals. In slightly
more than 3 years, Transmission Systems has nearly doubled
international sales and now sells systems to more than 50
countries. That's a lot of satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident, but by effort -- top performances by all
of its 2500 employees. Universal Card led its charge to
excellence by centralizing their business around one key
principle: "delight the customer." And it seems they are,
indeed, delighted. 98% of their customers rate overall services
as better than the competition. 98%. [[That's one poll I could
have used a month ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has exceeded its
industry standards for high quality and unmatched service.
Rather than follow a well-worn path, Granite Rock chose to chart
its own way -- a journey that has brought them here today -- an
award-winning company that defines success in three little words:
"another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
guest. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in the
travel and tourism industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
[[I'm not sure a Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
10 minutes of remarks
Building
QAS Hall of the
Americas
2:30 pon.
Canada
OHawa
prompted
DEC-07-1992 14:03
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TO
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P.01
Facsimile Cover Sheet
Makelm Baldrige
National
Quality
Award
Malcolm Baidrige National Quality Award Office
National Institute of Standards and Technology (NIST)
Administration Building, Room A537
Gaithersburg, MD 20899
DATE:
December 7, 1992
TO:
Name:
Michele Nix, Speech Writer
Organization:
White House
Telephone #:
202-456-6218
FAX #: 202-466-7750
FROM:
Name:
JILL RUSPI
Telephone #:
301-975-2715
FAX #: 301-948-3716
No. of Pages (incl. cover):
18
If all pages are not received, please call.
Enclosed are:
1992 Winners Briefs
Malcolm Baldrige National Quality Award Fact Sheet
Contact Sheet for Malcolm Baldrige National Quality Award Winners
Bio for Malcolm Baldrige
Please let me know if I can be of any further help.
DEC-07-1992 14:03
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P.02
Malcolm Baldrige
National
MALCOLM BALDRIGE
Quality
Award
NATIONAL QUALITY AWARD
1993 FACT SHEET
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
Public Law 100-107, the Malcolm Baldrige National Quality Improvement Act of 1987, signed by
President Reagan on August 20, 1987, established an annual U.S. National Quality Award. The
purposes of the Award are to promote awareness of quality excellence, to recognize quality
achievements of U.S. companies, and to publicize successful quality strategies. The Secretary of
Commerce and the National Institute of Standards and Technology (NIST, formerly the National Bureau
of Standards) have responsibility to develop and administer the Award with cooperation and financial
support from the private sector.
THE AWARDS
Up to two Awards may be given each year in each of three categories:
manufacturing companies or subsidiaries
service companies or subsidiaries
small businesses
Fewer than two Awards may be given in a category if the high standards of the Award Program are not
met. The following Awards have been presented - 1988: Motorola, Inc.; Commercial Nuclear Fuel
Division of Westinghouse Electric Corporation; and Globe Metallurgical, Inc. 1989: Milliken &
Company; and Xerox Corporation's Business Products and Systems. 1990: Cadillac Motor Car
Division; IBM Rochester; Federal Express Corporation; and Wallace Co., Inc. 1991: Marlow
Industries; Solectron Corporation; and Zytec Corporation. 1992: AT&T Network Systems Group,
Transmission Systems Business Unit; AT&T Universal Card Services; Granite Rock Company; Texas
Instruments Incorporated, Defense Systems & Electronics Group; and The Ritz-Carlton Hotel Company.
Recipients receive a medallion in a crystal base: Winning companies are required to share with other
American organizations information about their successful quality strategies.
ELIGIBILITY
Businesses located in the United States may apply for Awards. Subsidiaries are defined as divisions
or business units of larger companies. Subsidiaries must primarily serve either the public or businesses
other than the parent company. For companies engaged in both services and manufacturing,
classification is determined by the larger percentage of sales. Small businesses are independently owned
with not more than 500 full-time employees.
AWARD CRITERIA
Seven areas are examined: (1) leadership; (2) information and analysis; (3) strategic quality planning;
(4) human resource development and management; (5) management of process quality; (6) quality and
operational results; and (7) customer focus and satisfaction. Applicants must address a set of
examination items within each of these categories. Heavy emphasis is placed on quality achievement
and quality improvement as demonstrated through quantitative data furnished by applicants.
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EXAMINATION PROCESS
Each written application is evaluated by members of the Board of Examiners. High-scoring applicants
are selected for site visits. Award recipients are recommended to the Secretary of Commerce by a panel
of judges from among the applicants site visited. Applicants receive a written feedback summary of
strengths and areas for improvement in their quality management. The American Society for Quality
Control assists in the administration of the examination process.
EXAMINERS
The Board of Examiners is comprised of quality experts selected from industry, professional and trade
organizations, and universities. Those selected meet the highest standards of qualification and peer
recognition. Examiners must take part in a preparation program based upon the Criteria, the scoring
system, and the examination process. Each fall applications are solicited from quality experts to serve
as Examiners for the following year. The schedule for the 1993 Board is:
1993 Examiner Applications available
September 1992
1993 Examiner Applications due
November 3, 1992
1993 AWARD TIMETABLE
Award Applications available
December 1992
Award Eligibility Determination Forms due
February 18, 1993
Award Applications due
April 1, 1993
Award Application review/site visits
April-October 1993
Site Visits
September 7 - October 1, 1993
Award Ceremony
Fall 1993
CONFIDENTIALITY
All applications are confidential. Applicants are not expected to provide proprietary information about
products or processes. Examiners are assigned to avoid conflicts of interest. Information on the
successful strategies of Award recipients is released only after written approval is received from
recipients.
FEES
Fees are set to cover some of the costs of review. Fees for 1993 include a nonrefundable payment of
$50 that must accompany the Eligibility Determination Form. The written application review fee for
manufacturing and service companies is $4000, while the fee for small business review is $1200. There
is a separate fee of $1500 if Supplemental Sections are necessary. Separate site visit fees are set at the
time the visits are scheduled.
For applications or information, write or call:
Malcolm Baldrige National Quality Award
National Institute of Standards and Technology
Administration Building - Room A537
Gaithersburg, Maryland 20899
TELE:
301-975-2036
FAX:
301-948-3716
11/92
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P.04
Malcolm Baldrige
26th Secretary of Commerce
Malcolm Baldrige was nominated to be Secretary
of Commerce by President Ronald Reagan on
December 11, 1980, and confirmed by the United
States Senate on January 22, 1981.
During his tenure, Baldrige played a major role in
developing and carrying out Administration trade policy.
He took the lead in resolving difficulties in technology
transfers with China and India. Baldrige held the first
Cabinet-level talks with the Soviet Union in seven years
which paved the way for increased access for U.S. firms
to the Soviet market. He was highly regarded by the
world's most pre-eminent leaders.
Leading the Administration's effort to pass the
Export Trading Company Act of 1982, Baldrige was
named by the President to chair a Cabinet-level Trade
Strike Force to search out unfair trading practices and
recommend ways to end those practices. He was the
leader in the reform of the nation's antitrust laws.
Baldrige's award-winning managerial excellence
contributed to long-term improvement in economy,
efficiency, and effectiveness in government. Within the
Commerce Department, Baldrige reduced the budget by
more than 30% and administrative personnel by 25%.
Malcolm Baldrige
Prior to entering the Cabinet, Baldrige was
1922-1987
chairman and chief executive officer of Scovill, Inc.,
Waterbury, Connecticut. Having joined Scovill in 1962,
he is credited with leading its transformation from a
financially troubled brass mill to a highly diversified
manufacturer of consumer, housing, and industrial goods.
Baldrige began his career in the manufacturing
industry in 1947 as a foundry hand in an iron company
in Connecticut and rose to the presidency of that
company by 1960. During World War II, Baldrige served
in combat in the Pacific as Captain in the 27th Infantry
Division. He was born in Omaha, Nebraska and
graduated from Yale University with a bachelor's degree
in 1944.
Baldrige worked during his boyhood as a ranch
hand and earned several awards as a professional team
roper on the rodeo circuit. He was a Professional Rodeo
Man of the Year in 1980 and was installed in the National
Cowboy Hall of Fame in Oklahoma City in 1984.
Malcolm Baldrige died July 25, 1987 in a rodeo
accident in California. His service as Secretary of
Commerce was one of the longest in history. He is said
to have been possibly the most colorful Secretary of
Commerce and one of the most beloved. He is survived.
by his wife Margaret and his two children.
P.05
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
1992 WINNERS
2024566218
COMPANY
QUALITY CONTACT
PUBLIC AFFAIRS CONTACT
Louis E. -Monteforte, Manager
Patricia Stortz
AT&T NETWORK SYSTEMS GROUP
Transmission Quality Planning
Public Relations
TRANSMISSION SYSTEMS BUSINESS UNIT
475 South Street, Room 2W-44
Morristown, NJ
Morristown, NJ 07962-1976
TELE: 201-606-2478
MANUFACTURING
TELE: 201-606-2488
FAX: 201-606-3307
FAX: 201-606-3363 or
TO
QUALITY HOTLINE: 1-800-682-7759
Robert A. Davis
Bruce Reid
AT&T UNIVERSAL CARD SERVICES
Chief Quality Officer
Media Relations
8787 Baypine Rd.
Jacksonville, FL
SERVICE
Jacksonville, FL 32256
TELE: 904-443-8894
TELE: 904-443-8875
FAX: 904-443-8720
FAX: 904-443-8722
Bruce W. Woolpert
Greg Diehi
GRANITE ROCK COMPANY
President and CEO
Marketing Services
P.O. Box 50001
Watsonville, CA
FROM NIST MBNQA
SMALL BUSINESS
Watsonville, CA 95077-5001
TELE: 408-724-5611
TELE: 408-761-2300
FAX: 408-724-3484
Mike Cooney, Vice President
Tony Geishauser
TEXAS INSTRUMENTS INCORPORATED
Quality Assurance
Media Relations
DEFENSE SYSTEMS
P.O. Box 660246, M/S 3124
Dallas, TX
& ELECTRONICS GROUP
Dallas, TX 75266
TELE: 214-480-1417
TELE: 214-480-4800
FAX: 214-480-3281
MANUFACTURING
FAX: 214-480-4880
DEC-07-1992 14:05
Patrick Mene
Karon Cullen
THE RITZ-CARLTON HOTEL COMPANY
Corporate Director of Quality
Corporate Dir. of Public Relations
3414 Peachtree Road, N.E.
Atlanta, GA
SERVICE
Atlanta, GA 30326
TELE: 404-237-5500
TELE: 404-237-5500
FAX: 404-365-9643
FAX: 404-261-0119
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
P.06
PREVIOUS WINNERS
COMPANY
QUALITY CONTACT
PUBLIC AFFAIRS CONTACT
2024566218
Rosetta Riley, Director
Ann Sylvester
CADILLAC MOTOR CAR COMPANY - - 1990
Continuous Improvement Process
2860 Clark Street
General Motors Building
Detroit, MI 48232
MANUFACTURING
3044 West Grand Blvd.,
TELE: 313-554-6818
Room 6-160
FAX: 313-554-5074
Detroit, MI 48202
TELE: 313-556-1965
FAX: 313-974-4933
TO
QUALITY QUESTIONS &
FEDERAL EXPRESS CORPORATION - 1990
Shirley Finley, Senior Specialist
INFORMATION
Media Relations
Jean Ward-Jones, Manager
2005 Corporate Avenue
SERVICE
Quality Education & Administration
Memphis, TN 38132
P.O. Box 727
TELE: 901-395-3463
Memphis, TN 38194-2142
FAX: 901-346-1013 or 395-4928
TELE: 901-395-4539
QUALITY SPEAKER SERVICE
FAX: 901-395-4641
Sally Davenport, Senior Specialist
Public Relations
2005 Corporate Avenue
FROM NIST MBNQA
Memphis, TN 38132
TELE: 901-395-3466
FAX: 901-346-1013
Norman Jennings, Quality Director
Sherryl Hennessey, Public Relations
GLOBE METALLURGICAL, INC. - 1988
P.O. Box 157
P.O. Box 157
Beverly, OH 45715
Beverly, OH 45715
SMALL BUSINESS
TELE: 614-984-2361
TELE: 614-984-2361
FAX: 614-984-8695
FAX: 614-984-8695
DEC-07-1992 14:06
IBM Rochester
MEDIA REQUESTS ONLY
IBM ROCHESTER - - 1990
Center for Excellence
Jon Iwata
3605 Highway 52 North
Corporate Media Relations
MANUFACTURING
Rochester, MN 55901-7829
Old Orchard Road
TELE: 507-286-5000 (HOTLINE)
Armonk, NY 10504
FAX: 507-286-5010
TELE: 914-765-6630
FAX: 914-765-5099
COMPANY
QUALITY CONTACT
PUBLIC AFFAIRS CONTACT
2024566218 P.07
Joy Janco
MARLOW INDUSTRIES - 1991
Baldrige Activities Coordinator
10451 Vista Park Road
SAME AS QUALITY CONTACT
SMALL BUSINESS
Dallas, TX 75238-1645
TELE: 214-342-4293
FAX: 214-341-5212
Dr. Patrick C. Bowie
Terry J. May
MILLIKEN & COMPANY - - 1989
Vice President, Quality
Director of Public Affairs
P.O. Box 1926, M-186
P.O. Box 1926, MS-285
MANUFACTURING
Spartanburg, SC 29304
Spartanburg, SC 29304
TELE: 803-573-2003
TO
TELE: 803-573-2546
FAX: 803-573-2505
FAX: 803-573-2100
TOURS: Sandra Howell
TELE: 803-573-1988
Richard Buetow
Margot Brown
MOTOROLA, INC. - 1988
Senior V. President & Dir. of Quality
Manager, Media Relations
1303 East Algonquin Road
1303 East Algonquin Road
MANUFACTURING
Schaumburg, IL 60196
Schaumburg, IL 60196
TELE: 708-576-5516
TELE: 708-576-5304
FAX: 708-538-2663
FAX: 708-576-7653
FROM NIST MBNQA
Margaret Smith
Mike Peak, Principal
SOLECTRON CORPORATION - - 1991
Marketing Program Specialist
Peak Public Relations
777 Gilbraltar Drive
21710 Stevens Creek Blvd.
MANUFACTURING
Building #5
Suite 220
Milpitas, CA 95035
Cupertino, CA 95014
TELE: 408-956-6768
TELE: 408-446-0407
FAX: 408-956-6056
FAX: 408-446-0450
John W. Wallace
DEC-07-1992 14:06
WALLACE CO., INC. - 1990
Chief Executive Officer
P.O. Box 2597
SAME AS QUALITY CONTACT
SMALL BUSINESS
Houston, TX 77252-2597
TELE: 713-672-5803
FAX: 713-672-5815
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
PREVIOUS WINNERS (continued)
2024566218 P.08
COMPANY
QUALITY CONTACT
PUBLIC AFFAIRS CONTACT
Carl Arendt, Mgr. Communications
WESTINGHOUSE ELECTRIC CORP.
Productivity and Quality Center
COMMERCIAL NUCLEAR FUEL DIV. - 1988
SAME AS PUBLIC AFFAIRS CONTACT
P.O. Box 160
Pittsburgh, PA 15230-0160
MANUFACTURING
TELE: 412-778-5008
FAX: 412-778-5153
TO
John G. Lawrence, Manager
Samuel M. Malone, Jr., Manager
XEROX CORPORATION
National Quality Communications Office
Quality Communications
BUSINESS PRODUCTS & SYSTEMS - 1989
1387 Fairport Road, Building 1100
1387 Fairport Road, Bldg. 1100
Fairport, NY 14450
Fairport, NY 14450
MANUFACTURING
TELE: 716-383-7502
TELE: 716-383-7534
FAX: 716-383-7517
FAX: 716-383-7517
Karen Scheldroup
ZYTEC CORPORATION - - 1991
Baldrige Office
7575 Market Place Drive
SAME AS QUALITY CONTACT
MANUFACTURING
Eden Prairie, MN 55344
FROM NIST MBNQA
TELE: 612-941-1100 x104
FAX: 612-829-1837
KEY DATES FOR THE 1993 AWARD CYCLE
DEC-07-1992 14:07
1993 Award Criteria Available
December 1992
1993 Eligibility Forms Due
March 1, 1993
1993 Award Applications Due
April 1, 1993
1993 Site Visits Take Place
September 7- - October 2, 1993
11/92
DEC-07-1992 14:07
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he Texas Instruments
weapons, airborne radar systems,
T
Defense Systems & Elec-
infrared vision equipment and
Malcolm Baldrige
tronics Group has made
other electro-optic systems, and
National
total quality basic to Its
electronic warfare systems, which
Quality
business. The Dallas-based
altogether accounted for 95 per-
Award
maker of precision-guided weap-
cent of 1991 revenues totaling
ons and other advanced defense
nearly $2 billion. Recently, the
technology believes that Its full-
company won contracts to make
scale conversion to total quality
antiarmor weapon systems and
management (TOM) is making It
airborne computers, new markets
a stronger competitor, one up to
that are expected to account for
building market share in a con-
growing shares of company reve-
tracting defense Industry.
nues. About 10 percent of total
Texas
Aiming to achieve six sigma*
sales are to U.S. allies.
quality by 1995 and to reduce
Formed during World War II,
Instruments
product development time by
TI-DSEG has grown to become
25 percent each year, TI-DSEG is
the nation's eighth largest de-
Defense
reaping the benefits of accelerat-
fense electronic contractor. Em-
ing quality-Improvement efforts
ploying 15,000 people, the
Systems &
that began in the early 1980s.
company operates 11 manufactur-
The reliability of TI-DSEG sys-
ing, testing, research, and distribu-
Electronics
tems exceeds the specifications
tion facilities at sites located in
of Its Defense Department cus-
the North and Central Texas area.
Group
tomers, in several instances by
four or five times. Effective strate-
gic planning, wide use of concur-
TQM Strategy
1992 AWARD
rent engineering methods, and
At TI-DSEG, quality goals and
strong relationships with key sup-
business goals are one and the
WINNER
pliers have helped TI-DSEG pene-
same. Executives view TQM as
trate new defense markets, while
the best approach to accomplish
increasing its share in five of the
any objective-from increasing
company's six existing markets.
market share to controlling em-
Increased efficiency and cost-
ployee health care costs-and
accounting measures that en-
teams as the most effective
courage waste reduction and
means to execute the company's
recycling have reduced emissions
quality strategy. From a pilot
and solid hazardous waste dis-
group of four worker teams
posal through reclamation.
formed In 1983, a network of
TI-DSEG's printed wiring board
more than 1,900 teams has
plant has eliminated hazardous
grown to link all units and levels,
waste, and the company's initia-
from top management to individ-
tive to phase out use of ozone-
ual work teams.
depleting chlorofluorocarbons by
The network continues to
1995, 5 years before the Montreal
evolve, with the aim of trimming
Protocol deadline, is on track.
organizational levels and transfer-
ring day-to-day decision-making
TI-DSEG: A Snapshot
authority to workers. In 1987, the
company began experimenting
A subsidiary of Texas Instru-
with self-directed work teams
ments Inc., TI-DSEG designs and
and documented significant de-
manufactures precision-guided
creases in defects and production
time. As a result, the TI-DSEG
Six sigma is 2 statistical term, signifying 2
Quality Improvement Team
world-class level of performance 11 trans-
lates into 3.4 defects or errors per 1 million
(QIT), which is made up of the
parts or process steps.
company's 14 top executives, has
DEC-07-1992
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P.10
set the 1995 goal of increasing
budgeting for research, new
significantly reducing paperwork.
participation on unsupervised
equipment, worker education,
Fifty-six percent of purchases
teams to at least half of the
and other areas.
from suppliers are done
workforce.
TI-DSEG's evolving TQM
electronically.
Chaired by President Hank
approach reflects, in part, an
Returns on these and other
Hayes, the TI-DSEG QIT initiates
accumulation of lessons learned
efforts to improve TI-DSEG per-
and guides strategic quality plan-
from other companies. An active
formance, products, and service
ning, beginning with the setting
benchmarking program, man-
have been documented through-
of company-wide long-term goals
aged by a full-time benchmarking
out the business and by cus-
and ending with final approval of
"champion," has pointed the way
tomers. For example, a Navy
each division's annual objectives
to improvements in virtually
evaluation of 17 missiles found
and implementation plans. An-
every part of the company, from
the TI-DSEG-made HARM and
nual objectives are evaluated to
accounting to printed wiring
Shrike missiles to be the most reli-
ensure they will advance the com-
board manufacture. TI-DSEG's
able, having the longest mean
pany toward accomplishing its
goal to achieve six-sigma quality,
time between failures. An on-
5- to 10-year goals, a planning
for example, is based on its study
going Navy study evaluates
horizon that reflects the develop-
of the quality program at the
manufacturing operations at 35
ment time for next-generation
Motorola Co.
defense contractors. Since 1986,
defense systems.
As the company has trimmed
106 processes and techniques
Evaluations of customer needs
organizational layers to five
used by TI-DSEG were desig-
drive the entire planning process.
(down from eight in 1990) and
nated as "best manufacturing
These draw on an extensive data-
increased the number of employ-
practices," more than any other
base assembled from information
ees per supervisor, it has in-
company. Customers are recog-
gathered from a variety of
creased its investment in training.
nizing TI-DSEG's quality improve-
sources, including formal sur-
With the completion of six-sigma
ments in other ways as well.
veys, informal interviews and vis-
quality training in 1992, the en-
Since 1987, the number of
its to military program offices and
tire workforce will be schooled
customer-conducted quality
laboratories, policy statements,
in design quality, statistical tools,
audits has decreased 72 percent,
contract specifications, and cus-
and other quantitative problem-
while formal complaints have
tomer-provided requirements
solving methods. TI-DSEG's 1992
fallen by 62 percent since 1988.
documents. For each market seg-
goal is to provide an average of
In a TI-DSEG-commissioned,
ment, TI-DSEG translates key re-
40 hours of training for each em-
independently conducted survey
quirements, such as reducing the
ployee, up from 25 hours in
of 2,000 company customers,
power demands, size, and weight
1991. In addition, the company
TI-DSEG topped its main com-
of airborne radar systems, Into
plans to spend $11 million be-
petitors in all 11 customer-
clear improvement goals for prod-
tween 1989 and 1996 to provide
satisfaction categories-from
ucts, processes, and services. In
continuing education to workers
cost-effective pricing, deployment
turn, measures for tracking prog-
for reading, writing, and mathe-
of technology, and product
ress toward customer satisfaction
matics to meet ever-increasing
support.
objectives and managing Internal
job demands.
Company-wide, revenues per
processes are established for all
This strategy to empower indi-
worker have increased from
units. Clear quality requirements
viduals and teams is comple-
about $80,000 in 1987 to more
also are set for suppliers, since
mented by continuing Investment
than $125,000 in 1991.
up to half the content of TI-
in information technology and
DSEG systems may consist of
tools for diagnosing and solving
purchased parts.
problems. On-line computer sys-
The Iterative planning process
tems with standardized data for-
For more information,
also Integrates core technical ca-
mats and interfaces, bar coding,
contact:
pabilities, product markets, and
and Integrated data collection
Mike Cooney
so-called "enabling strategies,"
strategies are elements of a com-
Vice-President,
such as worker training or proc-
pany thrust to make information
Quality Assurance
ess automation. This cross-cutting
immediately available and easily
P.O. Box 660246, M/S 3124
analysis helps the TI-DSEG QTT
accessible at all points in the com-
Dallas, TX 75266
develop realistic "multiyear invest-
pany. TI-DSEG is linked electroni-
ment plans" to guide annual
cally to customers and suppliers,
Telephone: 214-480-4800
Fax: 214-480-4880
DEC-07-1992
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he Ritz-Cariton Hotel
ices, and exceptional food and
Malcolm Baldrige
T
Company aims to suc-
beverages.
ceed in one of the most
National
logistically complex serv-
Quality
Ice businesses. Targeting primar-
"Gold Standards"
Award
ily industry executives, meeting
Quality planning begins with
and corporate travel planners,
President and Chief Operating
and affluent travelers, the Atlanta-
Officer Horst Schulze and the
based company manages 25 lux-
other 13 senior executives who
ury hotels that pursue the
make up the corporate steering
distinction of being the very best
committee. This group, which
in each market. It does so on the
doubles as the senior quality
strength of a comprehensive serv-
management team, meets weekly
The
ice quality program that is inte-
to review the quality of products
grated into marketing and
and services, guest satisfaction,
Ritz-Carlton
business objectives.
market growth and development,
Hallmarks of the program
organizational indicators, profits,
Hotel
include participatory executive
and competitive status. Each
leadership, thorough information
year, executives devote about
gathering, coordinated planning
Company
one-fourth of their time to quality-
and execution, and a trained
related matters.
workforce that is empowered "to
The company's business plan
move heaven and earth" to sat-
1992 AWARD
demonstrates the value It places
isfy customers. Of these, commit-
on goals for quality products and
WINNER
ted employees rank as the most
services. Quality goals draw heav-
essential element. All are
ily on consumer requirements de-
schooled in the company's "Gold
rived from extensive research by
Standards," which set out Ritz-
the travel industry and the com-
Cariton's service credo and basics
pany's customer reaction data,
of premium service.
focus groups, and surveys. The
plan relies upon a management
The Ritz-Carlton:
system designed to avoid the vari-
ability of service delivery tradi-
A Snapshot
tionally associated with hotels.
The Ritz-Carlton Hotel Company
Uniform processes are well de-
is a management company that
fined and documented at all
develops and operates luxury ho-
levels of the company.
tels for W.B. Johnson Properties,
Key product and service re-
also based in Atlanta. In 1983,
quirements of the travel con-
W.B. Johnson acquired exclusive
sumer have been translated into
U.S. rights to the Ritz-Carlton
Ritz-Carlton Gold Standards,
trademark, a name associated
which include a credo, motto,
with luxury hotels for 100 years.
three steps of service, and 20
The Ritz-Carlton Hotel Com-
"Ritz-Carlton Basics." Each em-
pany operates 23 business and
ployee is expected to understand
resort hotels in the United States
and adhere to these standards,
and two hotels in Australia. It
which describe processes for solv-
also has nine international sales
ing problems guests may have as
offices and employs 11,500 peo-
well as detailed grooming, house-
ple. Two subsidiary products,
keeping, and safety and effi-
restaurants and banquets, are
ciency standards. Company
marketed heavily to local resi-
studies prove that this emphasis
dents. The company claims
is on the mark, paying dividends
distinctive facilities and environ-
to customers and, ultimately, to
ments, highly personalized serv-
Ritz-Carlton.
DEC-07-1992
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The corporate motto is "ladies
serves as a resource and
per year, percentage of check-ins
and gentlemen serving ladies and
advocate as teams and workers
with no queuing, time spent to
gendemen." To provide superior
develop and implement their
achieve industry-best clean room
service, Ritz-Carlton trains em-
quality plans.
appearance, and time to service
ployees with a thorough orienta-
Teams and other mechanisms
an occupied guest room.
tion, followed by on-the-job
cultivate employee commitment.
From automated building and
training, then job certification.
For example, each work area is
safety systems to computerized
Ritz-Carlton values are reinforced
covered by three teams responsi-
reservation systems, Ritz-Carlton
continuously by daily "line ups,"
ble for setting quality-certification
uses advanced technology to full
frequent recognition for extra-
standards for each position,
advantage. For example, each em-
ordinary achievement, and a
problem solving, and strategic
ployee is trained to note guest
performance appraisal based on
planning.
likes and dislikes. These data are
expectations explained during
The benefits of detailed plan-
entered in a computerized guest
the orientation, training, and
ning and the hands-on involve-
history profile that provides infor-
certification processes.
ment of executives are evident
mation on the preferences of
To ensure problems are
during the 7 days leading up to
240,000 repeat Ritz-Carlton
resolved quickly, workers are
the opening of a new hotel.
guests, resulting in more personal-
required to act at first notice-
Rather than opening a hotel in
ized service.
regardless of the type of problem
phases, as is the practice in the
The aim of these and other
or customer complaint. All em-
industry, Ritz-Carlton alms to
customer-focused measures is
ployees are empowered to do
have everything right when the
not simply to meet the expecta-
whatever it takes to provide
door opens to the first customer.
tions of guests but to provide
"instant pacification." No matter
A "7-day countdown control
them with a "memorable visit."
what their normal duties are,
plan" synchronizes all steps lead-
According to surveys conducted
other employees must assist If aid
ing to the opening. The company
for Ritz-Carlton by an Inde-
is requested by a fellow worker
president and other senior lead-
pendent research firm, 92 to 97
who is responding to a guest's
ers personally Instruct new em-
percent of the company's guests
complaint or wish.
ployees on the "Gold Standards"
leave with that impression. Evi-
Much of the responsibility for
and quality management during a
dence of the effectiveness of the
ensuring high-quality guest serv-
2-day orientation, and a specially
company's efforts also includes
Ices and accommodations rests
selected start-up team composed
the 121 quality-related awards re-
with employees. Surveyed annu-
of staff from other hotels around
ceived in 1991 and industry-best
ally to ascertain their levels of
the country ensures all work
rankings by all three major hotel-
satisfaction and understanding of
areas, processes, and equipment
rating organizations.
quality standards, workers are
are ready.
keenly aware that excellence in
guest services is a top hotel and
personal priority. A full 96 per-
Quality Data
For more information,
cent of all employees surveyed
Daily quality production reports,
contact:
in 1991 singled out this priority-
derived from data submitted from
Patrick Mene
even though the company had
each of the 720 work areas in the
Corporate Director of Quality
added 3,000 new employees in
hotel system, serve as an early
3414 Peachtree Road, N.E.
the previous 3 years.
warning system for Identifying
Atlanta, GA 30326
problems that can impede pro-
Telephone: 404-237-5500
Detailed Planning
gress toward meeting quality and
Fax: 404-261-0119
customer-satisfaction goals. Cou-
At each level of the company-
pled with quarterly summaries of
from corporate leaders to manag-
guest and meeting planner reac-
ers and employees in Individual
tions, the combined data are com-
work areas-teams are charged
pared with predetermined
with setting objectives and devis-
customer expectations to im-
ing action plans, which are re-
prove services.
viewed by the corporate steering
Among the data gathered and
committee. In addition, each ho-
tracked over time are guest room
tel has a "quality leader," who
preventive maintenance cycles
DEC-07-1992
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2024566218
P.13
ying for customers in a
minant of customer satisfaction,
Malcolm Baldrige
V
commodity industry that
has risen from less than 70 per-
typically buys from the
cent in 1988 to 93.5 percent in
National
lowest-bid supplier,
1991, That record tops the on-
Quality
Granite Rock Company, a
time delivery average of a promi-
Award
California producer of construc-
nent national company that
tion materials, is expanding the
Granite Rock benchmarked to
terms of competition to include
Improve its process.
high quality and speedy service.
The strategy is working for the
Watsonville-based firm. Since
Granite Rock:
1980, the regional supplier to
A Snapshot
commercial and residential build-
Founded in 1900, Granite Rock
Granite Rock
ers and highway construction
companies has increased its mar-
produces rock, sand, and gravel
ket share significantly. Productiv-
aggregates; ready-mix concrete;
Company
ity also has increased, with
asphalt; road treatments; and re-
revenue earned per employee
cycled road-base material. It also
retails building materials made by
1992 AWARD
rising to about 30 percent above
other manufacturers and runs a
the national industry average.
Most of the Improvement has
highway-paving operation. It
WINNER
been realized since 1985, when
competes in a six-county area
Granite Rock started its Total
extending from San Francisco
southward to Monterey. Most of
Quality Program. The program
stresses satisfying two types of
its major competitors are firms
customers: the contractor who
owned by multinational
construction-material companies.
normally makes the purchasing
A vertically Integrated com-
decisions and the end point cus-
tomer who ultimately pays for
pany, Granite Rock employs
the buildings or roads made
400 people, who are distributed
with Granite Rock materials. By
among branch offices, several
emphasizing the hidden costs
quarries, 15 batch plants, and
associated with slow service and
other facilities. Approximately
substandard construction mate-
250 of the employees are
members of five unions.
rials, such as rework and prema-
ture deterioration, the company
Is convincing a growing number
"Total Quality"
of contractors of the value of
using their high-quality materials
Nine complementing corporate
and unmatched service. To
objectives, distilled from analyses
spread its quality message,
of customers' requirements, are
Granite Rock sponsors seminars
the comerstone of Granite Rock's
for contractors, developers, archi-
quality program. During the
tects, and suppliers.
annual integrated business and
As a result of its Investments
quality planning process, senior
in computer-controlled process-
executives systematically evaluate
ing equipment and widespread
company-gathered data and
use of statistical process control,
develop measurable "baseline
Granite Rock can assure custom-
goals" to help the company ad-
ers that its materials exceed speci-
vance toward each objective.
fications. Customers also can be
Charts for each product line
confident that the materials will
help executives assess Granite
arrive when they need them.
Rock's performance relative to
Granite Rock's record for deliver-
competitors on key product and
ing concrete on time, a key deter-
service attributes, ranked accord-
ing to customer priorities. By
DEC-07-1992
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1995, the company aims to build
ity helps the company exploit the
filled over an electronic scale.
a 10-percent lead over its nearest
advantages afforded by invest-
The service, which operates
competitor for each indicator of
ments in computer-controlled
24 hours 2 day, 7 days a week,
customer satisfaction.
processing equipment. Its newest
has reduced the time a trucker
After annual Improvement tar-
batch plant features a computer-
spends at the quarry to 9 min-
gets are set, the executive com-
controlled process for mixing
utes, as compared with 24 min-
mittee expects branches and
batches of concrete, enabling real-
utes before GraniteXpress was
divisions to develop their own
time monitoring of key process
installed.
implementation plans. Coordina-
indicators. With the electronically
Granite Rock uses an annual
tion across divisions is fostered
controlled system, which Granite
survey that allows buyers to
by 10 Corporate Quality Teams
Rock helped a supplier design,
match up the company with Its
that oversee and help align
the reliability of several key proc-
competitors. Every 3 to 5 years,
improvement efforts across the
esses has reached the six-sigma
more detailed surveys are con-
entire organization. Although
level (3.4 errors per 1 million
ducted. Customer complaints are
committees are chaired by senior
chances to err). The new system
handled through product/service
executives, members include
and real-time data collection will
discrepancy reports that require
managers, salaried professional
be adopted by the company's
analysis of the problem and iden-
and technical workers, and
other concrete plants, where con-
tification of the root cause.
hourly union employees. Teams
trol of product variability either
Ultimate customer satisfaction is
carry out quality improvement
approaches or exceeds the three-
assured through a system where
projects as well as many day-to-
sigma level.
customers can choose not to pay
day activities and operations. In
Applying statistical process
for a product or service that
1991, nearly all workers took part
control to all product lines has
doesn't meet expectations.
in at least one of the company's
helped the company reduce vari-
Dissatisfaction is rare, however.
100-plus quality teams.
able costs and produce materials
Costs incurred in resolving com-
In 1987, the company intro-
that exceed customer specifica-
plaints are equivalent to 0.2 per-
duced the Individual Professional
tions and industry- and govern-
cent of sales, as compared with
Development Plan, a voluntary
ment-set standards. For example,
the industry average of 2 percent.
program in which 74 percent of
Granite Rock's concrete products
Granite Rock people now partici-
consistently exceed the industry
pate. At least once a year, work-
performance specifications by
ers meet with supervisors to
100 times.
For more information,
define their job responsibilities,
Innovative applications of tech-
contact:
review accomplishments, assess
nology have helped the company
Bruce W. Woolpert
their skills, and set skill- and
enhance its service offerings.
President and CEO
career-development goals.
Granite Rock's Arthur R Wilson
P.O. Box 50001
Granite Rock encourages all
Quarry may be the most ad-
Watsonville, CA 95077-5001
employees to continue learning
vanced aggregate production
Telephone: 408-761-2300
and sponsors a series of classes
facility in the country. Heavy in-
and speakers on technical topics.
vestments in recent years have
In 1991, Granite Rock employees
improved production efficiency,
averaged 37 hours of training at
quality control, and customer
an average cost of $1,697 per
service. Responding to customer
employee, three times more
concern over rising trucking
than the mining-Industry average
costs, the company developed
and 13 times more than the
GraniteXpress, the construction
construction-industry average.
industry's version of an automatic
As part of Granite Rock's effort
teller machine. With the auto-
to reduce process variability and
mated system for loading
increase product reliability, many
aggregate, a driver inserts the
employees are trained in statisti-
equivalent of 2 credit card into a
cal process control, root-cause
terminal, keys in the type and
analysis, and other quality-
amount of aggregate, and pro-
assurance and problem-solving
ceeds to the loading facility
methods. This workforce capabil-
where the truck is accurately
DEC-07-1992 14:12
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he Transmission Systems
National
T
TSBU: A Snapshot
Business Unit (TSBU) of
Malcolm Baldrige
AT&T's Network Sys-
A division of AT&T since 1955,
terms Group aspires to
TSBU was reorganized in 1989
Quality
be an overachiever in the eyes of
into one of the six separate
Award
its customers. Although not yet
business units within the AT&T
perfect, the nation's largest
Network Systems Group.
maker of transmission equipment
Headquartered in Morristown,
for telecommunications net-
N.J., the company employs 7,500
works knows what It must do
people at nine U.S. sites. Approxi-
to cam top grades for customer
mately two-thirds are employed
satisfaction.
at TSBU's manufacturing plant in
At least once a year, many
North Andover, Mass. Five facili-
AT&T
of TSBU's major customers issue
ties in Europe employ another
detailed, individualized "report
3,000 people.
Network
cards," grading the equipment
Competing in a $15-billion in-
supplier on the product and serv-
ternational market, the company
ice characteristics they deem
develops, manufactures, markets,
Systems
most important. Guided by analy-
and services systems for transport-
ses of 11 types of customer-
ing data, voice, and images over
Group
related information-from report
public and private telecommuni-
cards to various measures of the
cations networks. Digital loop car-
quality and responsiveness of
rier systems, digital access and
customer-support services-
cross-connect systems, and net-
Transmission
TSBU's integrated strategic
work multiplex equipment gener-
planning process ensures that
ate half of total sales. Lightwave
Systems
accomplishing performance-
systems and an array of other sys-
Business Unit
improvement goals contributes
tems and equipment account for
the remainder.
directly to Increases in customer
satisfaction and gains in the
TSBU is the world's second
market.
largest maker of transmission sys-
1992 AWARD
For telecommunications com-
tems. Sales to the seven Regional
WINNER
panies, reliability is the top prior-
Bell Operating Companies and
the AT&T worldwide network
ity for transmission equipment.
The reliability of TSBU products
account for a large portion of
exceeds customer expectations In
revenues. Sales to independent
all of the company's markets. On
telephone companies, private net-
the basis of that record and con-
works, interexchange carriers,
tinuing improvement in product
cable television companies and
quality, TSBU was the first in the
cellular providers, and, in particu-
industry to offer a 5-year war-
lar, foreign telephone companies
ranty. Warranty costs average
account for a growing share of
1 percent of revenues, just as
business.
they did when TSBU offered a
2-year guarantee.
Quality Approach
Since 1989, TSBU has cut new
product-development time In half
Fine-tuned on the basis of les-
and realized cost savings totaling
sons learned from Internal evalu-
$300 million. The company has
ations and benchmarking studies,
pursued high-growth export mar-
TSBU's planning process is de-
kets, picking up 37 new inter-
signed to create a clear cause-
national customers since 1985.
and-effect relationship among
priorities, goals, and subsequent
Improvement actions. Called
"policy deployment," the iterative
process establishes links from
DEC-07-1992 14:13
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AT&Ts quality principles through
customer-focused Quality Orienta-
tacts, customer focus groups,
TSBU's 13 "detailed objectives" to
tion Program; each employee is
complaints, requests for technical
the specific quality improvement
expected to receive a minimum
assistance, evaluations of competi-
projects now being carried out
of 40 hours of training and educa-
tors, and surveys to assess its per-
by more than 800 teams.
tion a year.
formance from the customer's
To tighten linkages within
TSBU's information systems
perspective.
TSBU and speed decision mak-
helps executives, managers, and
TSBU also has programs to
ing, the company's Quality Coun-
workers track key processes in
ascertain customers' long-term
cil, chaired by President Greg
all phases and at all levels of the
needs and to predict what new
Hughes, is approaching the goal
business. Performance indicators
technology will be needed to
of trimming two management lay-
are selected carefully and re-
meet those needs. For example,
ers. Concurrently, TSBU reduced
viewed regularly to ensure that
in 1991 it conducted 23 forums
the number of classifications for
the information supports decision
during which TSBU shared (un-
hourly workers to 80, down from
making as well as management
der non-disclosure agreements)
1,300. An additional measure to
and improvement of processes
its future technical directions and
help tighten the focus on quality
determined to impact customer
customers explained their long-
improvement was to train union
satisfaction. High-level, aggre-
term plans and expectations.
leaders in the policy deployment
gated analyses of TSBU data
The information helps TSBU
show direct correlation between
strengthen its customer relation-
process.
The eight executives on the
quality improvement and meas-
ships and sharpen Its focus on
Quality Council initiate planning
ures of customer satisfaction and
the steps it must take to accom-
and serve as members on any
financial performance.
plish its 1997 goal of being the
one of four steering committees,
At the manufacturing level,
world's largest supplier of trans-
which also Include high- level
TSBU emphasizes automated
mission equipment.
managers of TSBU's major units.
data collection. Bar codes and
Supported by business manage-
electronic links between ma-
ment teams, the cross-
chines enable real-time updates
organizational steering com-
on process performance and en-
For more information,
mittees translate the TSBU goals
sure the accuracy of the manufac-
contact:
into specific quality projects re-
turing data. This and other
Louis E. Monteforte
quired to accomplish the com-
information guide company ef-
Manager, Transmission
pany's annual and 5-year goals.
forts to reduce production time
Quality Planning
The draft strategic plan is commu-
and speed development of new
475 South Street
nicated to employees at all levels
products.
Room 2W-44
and to key suppliers. Units de-
Design for manufacturability
Morristown, NJ 07962-1976
velop their own plans, detailing
is an essential element of these
the steps and resources required
efforts. For example, data on the
Telephone: 201-606-2488
reliability of components guide
Fax: 201-606-3363
to reach their specific goals. They
also can suggest changes in the
decisions on suppliers. During
or
TSBU strategic plan. Once the
the extensive review and certi-
AT&T's Quality Hotline:
plan is approved, progress is re-
fication process, manufacturing
1-800-682-7759
viewed at the Quality Council's
representatives on the product
blweekly meetings.
development team can refuse de-
Teams, training, and increased
signs that will not match or ex-
authority for workers are key ele-
ceed yields of existing products.
ments of quality-Improvement ef-
TSBU uses a variety of meth-
forts. Seventy-nine percent of the
ods to build and maintain cus-
workforce participated on teams
tomer relationships and to gather
in 1991. To help accomplish their
feedback on the quality of Its
objectives, teams are aided by
products and services. In addi-
company-trained employees,
tion to the report cards custom-
who provide skills training and
ers use to evaluate TSBU against
serve as resources throughout all
the performance characteristics,
phases of the teams' work. New
they define as most important,
employees participate in a 2-day
TSBU uses summaries of con-
DEC-07-1992 14:13
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ustomer focused. That's
UCS as their benchmark. UCS re-
C
what AT&T Universal
ports that it leads the credit card
Malcolm Baldrige
Card Services (UCS)
industry in such areas as speed
National
believes it must con-
and accuracy of application proc-
Quality
tinue to be If it is to maintain the
essing, and customer satisfaction.
Award
rapid ascent that, in 30 months,
UCS also cites its industry leader-
made its Universal Card the sec-
ship position in all eight primary
ond largest in the credit card
customer satisfiers.
industry. Indeed, the young busi-
ness was designed around the
use of quality principles to
UCS: A Snapshot
"delight the customer."
Since AT&T established UCS in
A comprehensive data and
March 1990, the AT&T Universal
AT&T
tracking system helps the AT&T
Card-a combination general-
subsidiary chart a well-marked
purpose credit and long-distance
Universal
course for continuous Improve-
calling card-has attracted 16 mil-
ment in Its customer relation-
lion cardholders. UCS now em-
Card Services
ships, Internal operations,
ploys 2,500 people, or 10 times
supplier partnerships, and busi-
more than Its Initial payroll.
ness performance. For example,
Nearly 90 percent work at UCS's
determinants of customer satisfac-
1992 AWARD
main facility and headquarters in
tion-the starting point for all
Jacksonville, Fla. The collections
WINNER
quality planning-are studied in
operation in Houston and the
layers of detail.
payment processing center in
UCS's eight broad categories
Columbus, Ga., employ the re-
of "satisflers," including price and
mainder. Two-thirds of all em-
customer service, are used to de-
ployees are In customer-contact
fine the company's quality focus.
positions.
In turn, these prioritized determi-
AT&T views Its Universal Card
nants of how customers perceive
as a strategic tool for protecting
the value of credit-card services
and bolstering its long-distance
are underpinned by 125 "satisfi-
customer base. In 1991, UCS's
ers," each one also weighted to
first full year, AT&T documented
reflect Its relative importance.
a 40-percent annual increase in
One practical product of this
calling-card revenues from UCS
increasing specificity is an exhaus-
customers.
tive set of concrete performance
UCS competes against some
measures linking internal opera-
6,000 national, regional, and local
tions and customer satisfaction.
Issuers of general-purpose credit
Another is 2 clear picture of what
cards.
UCS must to do to better its serv-
Ices, performance, and market
share. Management knows what
"Delight Customers"
improvements are likely to yield
UCS began with a straight-
the greatest gains in quality. Each
forward strategy: Offer a credit
part of the business, from UCS as
card with a comprehensive set
a whole to Individual work units,
of competitive services. Then,
has a list of "10 most wanted"
through a carefully conceived
quality Improvements.
and executed strategic plan,
Through its benchmarking pro-
continuously Improve internal
gram, UCS has determined what
performance and continuously
constitutes world-class perform-
pursue enhancements in product
ance and service, and It has set
and service offerings. The two-
its quality goals accordingly.
fold aim was "delighting custom-
Now, other companies are using
DEC-07-1992 14:14
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P.18
ers" and distancing the Universal
which evaluates the effectiveness
based instruction. In 1991, hourly
Card from competitors' products.
of UCS procedures for gathering,
employees underwent, on aver-
Fundamental to the strategy
responding to, and evaluating
age, 84 hours of training, not in-
was the need to listen to
customer comments and survey
cluding the 8-week orientation
customers-resulting, for exam-
results.
for new customer-service employ-
ple, in eight customer-related
The business team translates
ees. Monthly surveys track em-
databases and 11 monthly sur-
goals into key initiatives. At the
ployee satisfaction. UCS has
veys that track overall satisfaction
top of the list are the business
developed a list of employee
and the quality of specific serv-
team's "10 most wanted" quality
"satisfiers" that guides improve-
ices. Also fundamental was an
improvements. All key initiatives
ments in training, recognition pro-
organizational structure that
are assigned to teams composed
grams, and other human resource
could respond quickly to chang-
of representatives of various UCS
activities.
Ing customer requirements and
units. In support of each initia-
Widespread use of advanced
competitive conditions by effi-
tive, these cross-functional teams
information technology under-
ciently carrying out quality-
develop specific programs as
girds important components of
improvement initiatives.
well as the associated perform-
quality improvement efforts. A
From the onset, quality has
ance measures that link programs
Strategic Systems Plan, now in its
been a top concern of UCS Presi-
to UCS's strategic goals.
final phase, will provide the com-
dent and Chief Executive Officer
Another tier of cross-functional
pany with world-class on-line
Paul Kahn and the other 11 mem-
teams, which include supplier
processing and analysis capabili-
bers of the business team. The
representatives, implements the
ties. In 1991, UCS spent $20 mil-
team crafted a long-term incen-
programs. If the goal of the pro-
lion on computer workstations
tive plan that rewards members
gram is to develop a new service,
providing customer-support per-
for accomplishing quality objec-
customer focus groups also par-
sonnel with easy access to de-
tives. In addition, executives and
ticipate in the process. If the goal
tailed card-member information.
managers "own" specific short-
is improving an existing process
In many key areas of perform-
and long-term quality goals, num-
or service, a company-wide qual-
ance and customer satisfaction-
bering more than 100 in 1991,
ity assurance group helps the
for example, speed in processing
each with a predetermined target
team establish measures for as-
telephone applications (3 days
date.
sessing how changes affect levels
versus 10 days for the nearest
Although the business team
of customer satisfaction.
competitor)-UCS ranks as best
develops UCS's annual and long-
in its class. In setting ever-higher
term strategic plans, mechanisms
standards for Itself, the company
that go beyond evaluating all rele-
Employees Key
is nurturing customer loyalty.
vant trend data provide other ave-
UCS exhibits a strong culture of
The company reports that over
nues for customer and employee
concern for its people. Associates
98 percent of customers rate
input Into the setting of quality
are made to feel that they are the
overall service as better than the
and business goals. For example,
key to "delighting the customer."
competition.
during 1992, all employees have
This is made real by empowering
met with a senior executive to ex-
line employees. Intending to
change ideas in gatherings of no
move beyond project-focused
more than 10 people. Employee
quality teams, the company has
For more information,
suggestions also feed into the
begun a pilot program to intro-
contact:
planning process. So far in 1992,
duce self-directed work teams
Robert A. Davis
UCS personnel have submitted
responsible for all day-to-day ac-
Chief Quality Officer
more than 6,200 suggestions,
tivities and decisions. Customer-
8787 Baypine Rd.
compared with 1,727 in 1990.
contact employees already have
Jacksonville, FL 32256
Nearly half of all suggestions
considerable authority to act on
Telephone: 904-443-8875
made last year were accepted
their own. For example, they can
Fax: 904-443-8722
and acted on by management.
grant credit line increases and
All business team members are
adjust customers' bills without
required to devote some of their
management approval.
time to meeting with customers.
Training opportunities are nu-
Several also serve on the Cus-
merous, ranging from traditional
tomer Listening Post Team,
classroom sessions to computer-
TOTAL P. 18
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National Institute of Standards and Technology
(NIST)
PUBLIC AFFAIRS DIVISION
TELECOPIER COVER SHEET
Building 101 - Room A903
Gaithersburg, MD 20899
Date:
Dec. 7
To:
Michelle Nix
FAX 202-456-6218
ORIG.
TELEPHONE X7750
From: Jan Kosko
FAX
301-926-1630
ORIG.
NIST/PUBLIC AFFAIRS OFFICE
TELEPHONE
301-975-2767
Number of Pages (including cover sheet):
FYI- Attached is info on Dec.14
Baldrise Award ceremony plas a 1-pase
fact sheet. A Baldrise quote will
4 Malcolm Baldrige
National
follow later today or tomorrow.
Quality
Award
DEC-07-1992 14:10 FROM PAD
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Malcolm Baldrige National Quality Award Ceremony
and Other Events
December 14, 1992
DESCRIPTION OF EVENTS
The President, with your assistance, will present the Award to
be top executives of the five 1992 winners in an 11:30 ceremony to
the attended by approximately 500 people. In addition to hosting
during the day: a press briefing with executives from the
ceremony, you are asked to participate in a series of events
winning companies; winners presentation following the ceremony; a
luncheon for the winners, Baldrige Foundation trustees, the
Foundation Trustees.
the Award; and other functions involving the Examiners and
Boards of Overseers and Examiners, and other key supporters of
CEREMONY EVENTS
Press Briefing
You would host a press briefing (lasting 30 minutes) at
DoC with top officials of the winning companies.
Business, invited. trade, and general news reporters would be
You would make brief remarks (three to four minutes)
remarks. and introduce the top officials, who would not make
You and the officials would then answer reporters'
assist. questions. Curt Reimann (NIST) will be available to
Award Ceremony
At an 11:30 a.m. ceremony in the DoC Malcolm Baldrige
Great Hall, you would introduce the President and he
would give brief remarks.
You would announce the recipients of the 1992 award.
The President, with your assistance, would present a
folder containing a photograph of the award and a
letter of congratulations to each top official of the
1992 winning companies (1 per winner).
DEC-07-1992 14:10 FROM PAD
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o
The company executives would not give remarks.
O
Guests would include members of the Baldrige family,
trustees of the award's Foundation, members of the
Boards of Overseers and Examiners, members of the
Cabinet, selected Members of Congress, representatives
and guests of the winning companies, E and E-star
winners, the President's Export Council, and the news
media.
o
At the conclusion of the ceremony, you would announce a
5-minute break to be followed by remarks by you and the
top executives.
Winners' Presentations
O
The award ceremony would be followed by remarks lasting
approximately 35 minutes. The presentations are
intended to inform guests attending the ceremony and
the news media about each winner's quality management
strategies and accomplishments.
o
You would open the session with remarks (4 minutes)
followed by remarks from each executive (5 minutes
each).
Luncheon
o
Following the presentations, you would host an
appreciation luncheon for approximately 275 guests from
the winning companies, Foundation, Boards of Overseers
and Examiners, Cabinet and Congress. You and selected
individuals, primarily winners' representatives, would
make brief remarks. You also would present Malcolm
Baldrige National Quality Award flags to each company's
representatives.
Other Events
At separate events scheduled throughout the day, you would meet
with members of the award's Foundation, Boards of Overseers and
Examiners, and Panel of Judges. These sessions will provide you
with the opportunity to thank the various members for their time
and support, to present certificates, and take photos.
DEC-07-1992 14:11 FROM PAD
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sec/3
11:00 a.m.
News Briefing ends
Secretary returns to office.
11:10 a.m.
CEO's, Acting Deputy Secretary Willkie, Under Secretary
White, NIST Director Lyons, and NIST Baldrige Award
Director Reimann move to Holding Room. Companies'
seconds take seats in Malcolm Baldrige Great Hall -
front row.
11:20 a.m.
Doors close to Malcolm Baldrige Hall
11:20 a.m.
Secretary moves to Secretary's courtyard entrance to
greet President.
11:30 a.m.
President Bush arrives at Department (Secretary's
entrance) and goes directly to Secretary's office for
private meeting (photo).
Band begins to play in Malcolm Baldrige Great Hall.
11:35 a.m.
President and Secretary leave Secretary's office for
Holding Room adjacent to Malcolm Baldrige Great Hall
11:38 a.m.
President and Secretary arrive Holding Room. CEO's of
winning companies, Foundation Trustees, Acting Deputy
Secretary Willkie, Under Secretary White, NIST Director
Lyons, NIST Baldrige Award Director Reimann, and
Baldrige Family ready for group photo with President
and Secretary
11:42 a.m.
President and Secretary have private moment with
Baldrige Family
CEO's, "Second's in Command," Foundation Trustees,
Acting Deputy Secretary Willkie, Under Secretary White,
NIST Director Lyons, and NIST Baldrige Award Director
Reimann take seats in front row in Great Hall
Baldrige family takes seats in Great Hall
Ceremony - Malcolm Baldrige Great Hall
11:45 a.m.
President and Secretary are announced and enter Malcolm
Baldrige Hall. Ceremony begins.
Presentation of colors and National Anthem
Guests include members of the Baldrige family, trustees
of the award's Foundation, members of the Boards of
Overseers and Examiners, members of the Cabinet,
selected Members of Congress, representatives and
guests of the winning companies, E and E-star winners,
DEC-07-1992 14:11 FROM PAD
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sec/4
the President's Export Council, and the news media.
Ceremony will be broadcast via satellite to about 40
sites of the 5 winners.
11:46 a.m.
President Secretary makes introductory remarks and presents the
11:47 a.m.
President makes remarks
11:52 a.m.
Secretary calls names of CEO's of winning companies one
at a time (AT&T Network Systems Group/TSBU/Greg Hughes;
Texas Instruments Inc./DSEG/Jerry Junkins; AT&T
Universal Card Services/Paul Kahn; The Ritz-Carlton
Woolpert) Hotel Co./Horst Schulze; Granite Rock Co./Bruce
President presents red folders for awards to CEO's
individually
12:02 p.m.
Pictures are taken of CEO's with President and
Secretary (individual and group)
12:04 p.m.
Special awards presentation
12:07 p.m.
Secretary concludes ceremony and announces Winners'
Presentations to begin in 5 minutes (30 seconds)
12:08 p.m.
President and Secretary leave stage. President
departs. CEO's group on stage for presentations.
Extra chairs placed on stage.
Band plays during break in program.
12:11 p.m.
Secretary returns to Great Hall
Secretary and CEO's of winning companies move to stage
to participate in Winners' Presentations.
12:13 p.m.
WINNERS' PRESENTATIONS
12:13 p.m.
Secretary's remarks
12:18 p.m.
Secretary introduces CEO's of winning
companies one-by-one (AT&T Network Systems
Group/TSBU/Greg Hughes; Texas Instruments
Inc./DSEG/William Hayes; AT&T Universal Card
Services/Paul Kahn; The Ritz-Carlton Hotel
Co./Horst Schulze; Granite Rock Co./Bruce
Woolpert) to speak (6 minutes)
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United States Department of Commerce
Technology Administration-National Institute of Standards and Technology
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
WHAT IS THE AWARD? The award was estab-
strategic quality planning, human resource develop-
lished by Congress in 1987 to promote quality
ment and management, management of process.
awareness, to recognize quality achievements of
quality, quality and operational results, and cus-
U.S. companies, and to publicize successful quality
tomer focus and satisfaction. Applicants must pro-
strategies. The award is not for specific products or
vide data to substantiate quality achievement and
services. Two awards may be given annually in
quality improvement in each area.
each of three categories: manufacturing, service,
and small business. In conjunction with the private
WHICH COMPANIES HAVE WON THE AWARD?
sector, the National Institute of Standards and
A total of 17 companies have won the award:
Technology developed and manages the award
1988-Motorola Inc., Commercial
program.
Nuclear Fuel Division of Westinghouse Electric
Corp., and Globe Metallurgical Inc.
WHY WAS THE AWARD ESTABLISHED? It was
1989-Milliken & Company and Xerox
clear to many industry and government leaders
Corp. Business Products and Systems
that a renewed emphasis on quality was no longer
1990-Cadillac Motor Car Division,
an option for American companies, but a necessity
IBM Rochester, Federal Express Corp., and
for doing business in an ever-growing world
Wallace Co. Inc.
market. U.S. companies needed a standard they
1991-Solectron Corp., Zytec Corp.,
could use as a road map to world-class quality. In
and Marlow Industries.
1990 President Bush said, "In just a few years, the
1992-AT&T Network Systems Group/
National Quality Award has literally become the
Transmission Systems Business Unit, Texas Instru-
standard of business excellence."
ments Inc. Defense Systems & Electronics Group,
AT&T Universal Card Services, The Ritz-Carlton
HOW ARE WINNING COMPANIES SELECTED?
Hotel Co., and Granite Rock Co.
Businesses located in the United States may apply
for the award. Those that do must undergo a
FOR FURTHER INFORMATION: Write or call the
rigorous evaluation by an independent board of ex-
Malcolm Baldrige National Quality Award Office,
aminers composed of private- and public-sector ex-
A537 Administration Bldg., NIST, Gaithersburg,
perts in quality. The examination includes onsite
Md. 20899, 301/975-2036.
visits for those passing an initial screening. Each
applicant receives a written summary of strengths
and areas for improvement in quality management.
WHAT ARE THE CRITERIA? Seven areas are ex-
amined: leadership, information and analysis,
October 1992
DEC- 7-92 MON 0:10
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Remarks by President George Bush
Malcolm Baldrige National Quality Award ceremony
December 14, 1992
I am very pleased to once again participate in this ceremony
and present the award named in honor of my good friend, Mac
Baldrige. I consider this award, and the quality improvement
and public-private partnership it celebrates, to be among the
most positive recent developments for corporate America.
Mac understood well that quality management is vital to this
country's prosperity and long-term strength. I can say without
a doubt that he would be extremely proud of this award and all
that it stands for.
The spirit of Mac Baldrige lives on in our award winners and
everyone who has worked so hard to make this trophy the
centerpiece of a national effort to improve quality. The
award that bears his name embodies all that is best in
corporate America.
I am privileged to present this award today to five companies
representing a broad spectrum of industries. The award
recipients this year are:
--Transmission Systems Business Unit of AT&T's Network
Systems Group, Morristown, New Jersey;
--Texas Instrument's Defense Systems & Electronics Group,
Dallas, Texas;
1
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--AT&T's Universal Card Services, Jacksonville, Florida;
--The Ritz-Carlton Hotel Co., Atlanta, Georgia, and
)
--Granite Rock co., Watsonville, California.
In addition to being the greatest number of awards ever
given in a single year, 1992 has been a banner year in a
number of areas:
It is the first time two divisions of the same
corporation -- AT&T -- have received the award.
It is the first time we have had two companies in
the service category.
And, it is the first time we've presented the award
to companies in the hospitality, construction, and
financial services industries.
While all of these companies have very different approaches to
quality management, they all have one thing in common: a
passion for excellence, for being the best at what they do.
They also share a few basic principles:
--They know that quality is judged by the customer.
--They have learned that company leaders must be personally
committed.
--Through long-term planning, they have set aggressive goals
that are both customer- and employee-oriented.
--They have concluded that the best investment are well-
trained, "empowered" employees.
o
They also understand that being good is no longer good enough.
2
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With nimble competitors worldwide and savvy consumers, they
know they must continuously strive for better ways to improve
their products and their services and satisfy and respond to
customers.
Quality has emerged and will continue to be a major factor in
international trade.
--Japan and the Pacific Rim countries continue to intensify
their quality improvment efforts.
--The European community is placing great emphasis on quality.
The European Foundation for Quality Management, an
organization founded by many of Europe's leading corporations,
just presented their first award in October.
--Mexico now has a quality award and Sweden and other
countries are working to establish their own.
Many of these international awards are based on our own
Baldrige award.
That's because the award contains what many believe are all of
the necessary facets for establishing a world-class system of
managing a company.
The five companies we are honoring today, as well as all of
our award recipients, use the Baldrige Award criteria not with
the purpose of winning an award, but as a strategy for running
their business.
While we are here today to honor these companies for their
well-deserved achievements, it is also important to remember
that the award is more than a contest.
3
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The award was established in 1987 not only to recognize U.S.
companies that have successful quality management strategies,
but also to publicize these stratgies as examples for other
companies and to raise U.S. corporate consciousness about
quality management.
Mac would be proud. This program has succeeded far beyond all
expectations.
The award winning companies and others, including the
examiners, and the Commerce Department, through the National
Institute of Standards and Technology, have taken seriously
the charge to be "quality missionaries."
They have spread the quality message to many people and
places, quickly and effectively.
We are seeing a dramatic change in companies that are not just
talking about quality improvement, but are doing something
about it.
The Baldrige Award is a tremendous success story for both the
private and the public sectors.
Its positive effects are spilling over into education, health
care and government as leaders in these sectors realize they
must adopt the same standards as American business.
I'm convinced that this great enthusiasm for quality, not only
in the award recipients, but in thousands of others, is here
to stay. I believe we are in the middle of a quality
"revolution," and those who think this is a fad that will slip
4
DEC- 7-92 MON 0:12
P.06
NOV-24-1992 18:14 FROM PAD
TO
12024822741 P.002/013
silently into obscurity had better change their minds OI get
out of the way.
Once again I'd like to congratulate these five companies.
They are proof, that quality management is the wave of the
future --- and the future has arrived!
5
Nix
December 8, 1992
Draft Two
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, DECEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
He was a man whose collection of belt buckles was the only
thing that could outnumber his many achievements. In a hand-
tooled western belt and a pin-stripe suit, Mac was the
Connecticut cowboy, a man whose name is now enshrined in the
Cowboy Hall of Fame -- and the only guy I knew who'd complain of
saddle sores from sitting at a desk too long. // He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
companies by accident, but by effort -- top performances by all
of its 2500 employees. Universal Card led its charge to
excellence by centralizing their business around one key
principle: "delight the customer." And it seems they are,
indeed, delighted. 98% of their customers rate overall services
as better than the competition. 98%. [[That's one poll I could
have used a month ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has exceeded its
industry standards for high quality and unmatched service.
Rather than follow a well-worn path, Granite Rock chose to chart
its own way -- a journey that has brought them here today -- an
award-winning company that defines success in three little words:
"another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
guest. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in the
travel and tourism industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
[[I'm not sure a Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'l accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
- weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
This year 90 companies decided they were tough enough to
take take the Baldrige test. Thousands -- roughly 175,000 others
-- used the Baldrige criteria as an internal test, as a way to be
tough on themselves. A few of our past winners like Motorola and
IBM have even gone so far as to strongly urge their suppliers to
follow the Baldrige criteria. What this tells us is simple:
America is number one because it demands not only the best for
itself, but also from itself. /////se ves.
And new to the winners themse
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's."
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers' short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, Transmission Systems
has initiated programs to predict what new technologies will be
needed to meet their customers' long-term goals. In slightly
more than 3 years, Transmission Systems has nearly doubled
international sales and now sells systems to more than 50
countries. That's a lot of satisfied customers.
Universal Card Services hasn't become a benchmark of other
(307) 975-2762
Malcolm
Pub Affairs
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Check acknowledgements for Malcolm Baldrige Awards Ceremony
Check POTUS comments
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Examiners Judges
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Greg Hagfee Pres
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Bruce Copres - CEO
Chairman
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500
Nix
December 8, 1992
Draft One
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, DECEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
Reagan
The phoned Mac to ask him to join his Cabinet. He was told by
ga,
Malcolm July Ja,
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
He was a man whose collection of belt buckles was the only
Service
thing that could outnumber his many achievements. After being
why he
appointed Commerce Secretary, a reporter asked him what made him
would
make
a
good
Seculary
qualified for such a post when he didn't even know where the
NEXIS
Commerce building sits. "I have some, or limited, knowledge of
Jan upl 1981 6,
politics," he said, "and I understand that's necessary in
Washington. "//
Allen by Ira
NEXIS
In a hand-tooled western belt and a pin-stripe suit, Mac was
Decld,
the Connecticut cowboy -- the only guy I knew who'd complain of
1980
NYTIMES
saddle sores from sitting at a desk too long. He used to say
Reagan
by Richer
that the thing he liked about cowboys was that they didn't talk
Madden
unless they had something to say, and when they said something,
asabac
B.
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
NEXIS
commitment to quality. AT&T Chairman Robert Allen said of this
Reuter's
Ready
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's.
ATT WINSE
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers short-
Briefs
term needs, but its long-term needs as well. With the input of
commerce
by
more than 7500 employees at nine U.S. sites, TSBU has initiated
programs to predict what new technologies will be needed to meet
Buston NEXIS Globa
their customers long-term goals. In slightly more than 3 years,
TSBU has doubled international sales and now sells systems to
Mixing
more than 50 countries. That's a lot of satisfied customers.
Lewis
Universal Card Services hasn't become a benchmark of other
companies by accident, but by effort -- top performances by all
of its 2500 employees. UCS led its charge to excellence by
Commerce
centralizing their business around one key principle: "delight
the customer." And it seems they are, indeed, delighted.
98% of
brief
their customers rate overall services as better than the
number
competition. 98%. [[That's one poll I could have used a month
ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
Commune
their Total Quality Program, Granite Rock has exceeded its
Brief
industry standards for high quality and unmatched service.
Rather than follow a well-worn path, Granite Rock chose to chart
its own way -- a journey that has brought them here today -- an
award-winning company that defines success in three little words:
"another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
Commerce
any employee how they gauge their success and they'll say -- the
Brief
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
guest. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in its
industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity.'
NEXAS
[[I'm not sure a Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor.
We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
Nix
December 8, 1992
Draft Two
BALDRIGE.
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, DECEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
He was a man whose collection of belt buckles was the only
thing that could outnumber his many achievements. In a hand-
tooled western belt and a pin-stripe suit, Mac was the
Connecticut cowboy -- the only guy I knew who'd complain of
saddle sores from sitting at a desk too long. // He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
Nix
December 8, 1992
Draft Two
BALDRIGE. 1
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, DECEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
He was a man whose collection of belt buckles was the only
thing that could outnumber his many achievements. In a hand-
tooled western belt and a pin-stripe suit, Mac was the
Connecticut cowboy -- the only guy I knew who'd complain of
saddle sores from sitting at a desk too long. He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's."
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, Transmission Systems
has initiated programs to predict what new technologies will be
needed to meet their customers' long-term goals. In slightly more
than 3 years, Transmission Systems has nearly doubled
international sales and now sells systems to more than 50
countries. That's a lot of satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident, but by effort -- top performances by all
of its 2500 employees. Universal Card led its charge to
excellence by centralizing their business around one key
principle: "delight the customer." And it seems they are,
indeed, delighted. 98% of their customers rate overall services
as better than the competition. 98%. [[That's one poll I could
have used a month ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has exceeded its
industry standards for high quality and unmatched service.
Rather than follow a well-worn path, Granite Rock chose to chart
its own way -- a journey that has brought them here today -- an
award-winning company that defines success in three little words:
"another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carltonl bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
guest. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in its the
travel and tourism industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
[[I'm not sure a Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
PAGE
3
4TH STORY of Level 1 printed in FULL format.
Copyright 1992 Reuters, Limited
October 14, 1992, Wednesday, BC cycle
SECTION: Financial Report.
LENGTH: 302 words
HEADLINE: ATT <T.N> WINS BALDRIDGE AWARD ON CRITERIA IT USES
DATELINE: NEW YORK, OCT 14, REUTER
BODY:
American Telephone and Telegraph Co Chairman Robert Allen said maybe the
four-year effort to gauge quality gains within his company by borrowing criteria
of the government's Baldridge awards is paying off.
The U.S. Commerce Department today named two of ATT's 18 business units among
five winners of the 1992 Malcolm Baldridge Quality awards.
"In 1989, we decided to use the Baldridge criteria as guidelines for our
quality program. I said then that the real challenge is to define quality not
from our own perspective, but from the customer's, Allen told reporters
afterward.
The two ATT winners, Transmission Systems and Universal Card services, make
up only a small fraction of ATT's total revenues. ATT has 16 other units.
"We do not intend to convey the message that ATT won this award for all its
business," Allen said, answering a question.
In 1989, ATT was reorganized into 21 business units, since
reduced to 18. Ever since, these units have competed against
each other in profits, sales and apparently quality.
Allen said ATT asks 18 units to evaluate themselves along
100 criteria borrowed from the Baldridge awards application.
Then corporate staff choose internal winners.
Transmission Systems, one of its oldest businesses and the one that
manufactures transmission equipment sold to telephone companies worldwide, won
the Baldridge manufacturing Award.
Universal Card, ATT's second newest business, a credit card operation that
has nothing to do with telephones, won in the service category.
The Baldridge awards were started by the late U.S. Commerce Secretary Malcolm
Baldridge.
Texas Instruments Inc's defense systems electronics group also won a 1992
award for manufacturing and Granite Rock Co won the Baldridge award for small
business quality.
TM
TM
TM
LEXIS:NEXIS®
LEXIS-NEXIS®
LEXIS·NEXIS®
Services of Mead Data Central, Inc.
PAGE
2
3RD STORY of Level 1 printed in FULL format.
Copyright 1992 McGraw-Hill Inc.
Aerospace Daily
October 22, 1992
SECTION: Vol. 14, No. 15; Pg. 121
LENGTH: 181 words
HEADLINE: Texas Instruments wins Malcolm Baldridge quality award
BODY:
Texas Instruments' Defense Systems and Electronics Group, maker of the
High-speed Anti-Radiation Missile (HARM) and the Paveway guidance system, has
won the 1992 Malcolm Baldridge National Quality Award in manufacturing, becoming
the first major defense contractor to capture the Commerce Dept. prize.
Group President Hank Hayes said the 15, 000 employee unit has used the
contest's standards since 1990 as a "once-a-year physical" to gauge its total
quality management growth. Even though TI is prohibited from re-entering the
competition for five year, the company will continue to fill out the 75-page
application to mark its progress, Hayes said. Because it's not the award,
Repeated applications, including two that were followed by three-day
it's site the goal.
visits, have required persistence and hard work-maybe more than other defense
contractors are willing to give, company officials said. "They don't have the
patience that is necessary to do what you have to do to improve all the time," a
spokesman said.
The Commerce Dept. awards two prizes annually in manufacturing, service and
small business.
TM
TM
TM
LEXIS·NEXIS®
LEXIS-NEXIS®
LEXIS®NEXIS®
Services of Mead Data Central, Inc.
THE WHITE HOUSE
office of the Press Secretary
July 29, 1987
For Immediate Release
REMARKS BY THE PRESIDENT
AT MEMORIAL SERVICE FOR
MALCOIN. BALDRIGE
The National Cathedral
Washington, D.C.
10:12 A.M. EDT
THE PRESIDENT: Midge, Megan, Molly, distinguished ladies
and gentlemen, the day I called Mac Baldrige to ask him to join the
Cabinet, I was told by Midge I would have to call back later. He was
out on his horse roping and couldn't come to the phone. Right then I
knew he was the kind of man I wanted.
It's a gift to be simple, we're told. If that means to
hold simple, strong, and decent values, Mac had that gift.
You could see it in the way he moved around the White
House. He seemed to know everyone -- not just those in the public
eye, but the secretaries and assistants as well. And he treated
everyone with the same measure of courtesy and respect -- from his
driver to the President. He never judged a man or woman by rank or
trappings. Despite his many remarkable successes, worldly success
was not the way he measured people. No, money was not, position was
not, qualities of character were. Honesty, courage, industry and
humility. These were his yardsticks. And if you had these simple
qualities, you'd made it in his eyes whether you were rich or
poor, famous or unknown.
Language was one way he decided if you were his kind of
person. It's well known now that he insisted on simple language in
memos at the Commerce Department. He banned phrases that were vague
or redundant. He once said that the thing he liked about cowboys was
that they didn't talk unless they had something to say, and when they
said something, they meant it.
To him, simple language did not mark a simple mind, but a
strong and fearless one. It was a sign of those who didn't hide
their meaning behind a cloud of ambiguous words.
Mac, of course, never hid his opinions. Even if the tide
was against him, he was forceful and clear and unflinching. I always
knew where he stood, and so did the country. I could always count on
him for the truth as he saw it -- no matter how unpleasant or
unpopular. There were times the Cabinet came down on an issue
12-to-1, and he was on the short end. But I knew that if he believed
somethng that others didn't, he wouldn't reign himself in and follow
the herd. He would step forward and be clear.
What I'm saying about Mac Baldrige adds up to $ simple
but extraordinary quality that I would call, more than anything else,
"American." In his directness, in his honesty, in his independence,
in his disregard for rank, in his courage, he embodied the best of
the American spirit. I suppose we think of that spirit as living
most of all in cowboys. And that's why I've always suspected that it
was more than just roping and his place here in Washington that got
Mac voted into the Cowboy Hall of Fame. He belonged there. It was
in his blood. It was in his heart and soul.
MORE
- 2 -
Let me say a word about his many contributions to his
country. These were not simple, although they were built on simple
principles -- principles like his reverence for the independence of
the American character, for the freedom that lets independence
flourish, and for the opportunities of a free society.
Mac was an architect of American international economic
policy during years in which that policy moved to center stage. He
also helped shape our policy towards East-West trade in a period in
which that was a source of new questions and concerns. And perhaps
the least recognized of his major achievements was the securing of
trade ties with China. In just four years since his 1983 visit to
China, trade has become a pillar of the Sino-American relationship.
To contribute so much required skill and persistence --
qualities Mac had in abundance. It also required vision -- vision
not only for dealing with immediate issues, but for the future of the
entire world and its economy, as well.
I always prized the quality of Mac's vision. He had the
capacity to look up from the dust of the plains to the distant
mountains. He never forgot that all the skirmishes and battles over
trade policy that we have here in Washington and around the world
have one final goal. We're building a world in which our children
and grandchildren will live. And we who love freedom and revere the
dignity of humanity, have a sacred duty to make that an open world of
real hope and abundant opportunity, a world in which the spirit of
freedom -- yes, what you might call that part of the American spirit
that lives in all of mankind -- in which that spirit can ride across
an open range towards the peaks beyond.
I'm told that Mac's staff had orders to interrupt him at
whatever time of the day with calls from only two people. I was one.
And any cowboy who rang up was the other. Well, I'm honored to have
been in that company. Mac, as we know, left us while he was doing
what he loved most. And now, whenever any of us wants to ring him
up, we'll have to remind ourselves that he's out on a horse somewhere
and we'll just have to wait. Yet in his simplicity, he has entered
the company of the men and women who have shaped our nation and its
destiny. And he will live in that company forever.
Yes, there is sorrow, but the sorrow is with us and for
us. We must believe that door is opened that God promised and he has
just gone through that door into another life where there is no more
pain, no more sorrow, and we must believe that we, too, will one day
go through that door and join him again.
Thank you. God bless you.
END
10:18 A.M. EDT
PAGE
4
49TH STORY of Level 2 printed in FULL format.
Copyright (c) 1980 The New York Times Company;
The New York Times
December 12, 1980, Friday, Late City Final Edition
SECTION: Section A; Page 29, Column 3; National Desk
LENGTH: 665 words
HEADLINE: MEN IN THE NEWS;
EIGHT FOR THE PRESIDENTIAL TEAM
BYLINE: By RICHARD L. MADDEN, Special to the New York Times
DATELINE: WATERBURY, Conn., Dec. 11
BODY:
Some people think that Malcolm Baldrige, who is Ronald Reagan's choice to be
Secretary of Commerce, is really two people.
There is the Malcolm Baldrige who is a member of the Business Council,
director of several large corporations such as AMF, Bendix and Uniroyal, and
chairman of the board of Scovill Inc., a diversified manufacturing company with
sales of about $1 billion a year and a sleek new corporate headquarters on the
edge of town here.
Then there is the Malcolm Baldrige, known as ''Mac,' a steer roper on the
professional rodeo circuit, a 'heeler'' in a two-man roping team who lassos the
hind legs and flips the steer while his partner ropes the head..
The lanky, soft-spoken industrialist, who is 58 years old, moves easily
between the seemingly contradictory worlds of a corporate executive and a
cowboy.
'Hideaway' Near Office
He wears a hand-tooled Western belt with his dark, pin-striped suits. Next to
his handsome corporate office here is a small hideaway, with Western pictures, a
saddle on a sawhorse and a high table where he can read newspapers while
standing up and exercising with bar bells.
''He can move in any circle - business, politics and the rodeo,' said a
Connecticut Republican who has worked with Mr. Baldrige. ''He's very disarming,
but he cuts right to the heart of a problem, the politician said. ''You don't
have long telephone conversations with Mac. If you can't tell him something in
two or three minutes, forget it.
Mr. Baldrige, a former state Republican finance chairman, ran the Connecticut
campaign for George Bush when he was seeking the Republican Presidential
nomination. The Connecticut primary last March was one of the few contests in
which Mr. Bush defeated Mr. Reagan.
Assignment From Bush
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(c) 1980 The New York Times, December 12, 1980
The industrialist, a longtime friend of the Bush family, at first demurred
when Mr. Bush asked him last year to take charge of his Connecticut campaign.
Mr. Baldrige explained that he had not been active in politics in the last few
years, but Mr. Bush insisted that he could get political advice elsewhere and
that what he needed was a good manager. 'He had me there, Mr. Baldrige said
later.
Several years ago Mr. Baldrige was mentioned as a possible gubernatorial
candidate, but he decided that he still had a commitment to stay with Scovill.
'That brass ring only goes around once, he said of elective politics.
Malcolm Baldrige Jr. (he no longer uses the junior) was born in Omaha on Oct.
4, 1922. His father was a Republican Congressman from Nebraska in the 1930's
His sister, Letitia Baldrige, was the social secretary at the White House
when John F. Kennedy was President.
A Graduate of Yale
He traveled East to the Hotchkiss School and to Yale, where he received his
bachelor of arts degree in 1944, but he never quite lost his Western roots or
the flat twang of Nebraska.
A5 a teen-ager he worked as a $1-a-day ranch hand. He still owns a share of a
cattle ranch in New Mexico. After serving with an Army infantry division in the
Pacific in World War II, Mr. Baldrige said he was feeling antsy'' and went to
work as a mill hand at the Eastern Company's iron foundry in Naugatuck, Conn. By
1960 he was president of the company.
Scovill hired him away from Eastern in 1962 and a year later he became
president.
Wife Joined Fire Department
He married the former Margaret Trowbridge Murray in 1951. They have two grown
daughters. Mrs. Baldrige was the first female member of the volunteer fire
department in the rustic town of Woodbury, where the Baldriges have a large
colonial home with horses and cattle nearby.
Mr. Baldrige once said that leaving the corporate board rooms and competing
with his fellow rodeo riders invigorated him. 'They're probably the most
self-reliant, independent men in the country, he said. They have no
guarantees and no contracts. They've learned to depend completely on
themselves, and they've got the self-confidence that comes from that.
GRAPHIC: Illustrations: Photo of Malcolm Baldrige
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48TH STORY of Level 2 printed in FULL format.
Proprietary to the United Press International 1981
January 6, 1981, Tuesday, AM cycle
SECTION: Washington News
LENGTH: 500 words
HEADLINE: Baldrige favors industry deregulation
BYLINE: By IRA R. ALLEN
DATELINE: WASHINGTON
KEYWORD:
Baldrige
BODY:
Connecticut cowboy Malcolm Baldrige said Tuesday his blend of business
experience and political acumen would make him a good commerce secretary and he
immediately called for 'top to bottom'' deregulation of industry.
President-elect Ronald Reagan's choice to head the Hydra-headed department
faced only friendly questioning from the Senate Commerce Committee, which is
expected to confirm him unanimously by a telephone poll before the Jan. 20
inauguration.
Committee chairman Bob Packwood, R-Ore., said Baldrige could not be voted on
immediately because he and ranking Democrat Howard Cannon of Nevada had not yet
read the FBI report on the nominee and members wanted to submit written
questions.
The 58-year-old Baldrige, head of the Connecticut-based, international
conglomerate Scovill, Inc. and a political ally of Vice President-elect George
Bush, said he would be the businessman's voice in the Cabinet.
'That's the way I'm built,' Baldrige said when asked if he would speak up
for businessmen in the Cabinet. 'There is no other way I would do that but to
aggressively represent their views.
Baldrige, who leads another life as an expert rodeo calf-roper, said he
favors changes in the law forbidding American corporations to bribe foreign
officials. He said that while the law is fine in theory, it is 50 confusing and
expensive to monitor that a 'small manufacturer gives up before he gets into
the chute' and cannot compete overseas.
He also countered conventional wisdom that the economy will level out in the
first quarter of this year. Baldrige predicted that because of continuing
economic trouble in the housing, auto and farm sectors the economy is not
going to go sideways, it's going to go down.
Baldrige was asked why he would make a good secretary considering that he had
said when appointed he had no idea where the commerce building is.
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Proprietary to the United Press International, January 6, 1981
Citing his 30 years of leadership in a multinational corporation, he added
drily, ''I have some, or limited, knowledge of politics and I understand that's
necessary in Washington.'
He said government regulation hurts small and medium-sized companies more
than big business but ''I think we should deregulate from top to bottom.
Asked to specify which regulations he thought should go, Baldrige gave auto
safety as an example.
''If you take the cost of trying to get a zero-risk car in this country, it
costs from $200 to $400 How many of these regulations are needed I don't
know but I've heard enough squawking out there to know that if there's heat,
there's fire,' Baldrige said.
Consumers must be protected, he said, ''but for us to live in a no-risk
society it would hurt inflation and would hurt our productivity problem to the
point it may be no longer worthwhile.
He said he would enforce laws against companies that cooperate with the Arab
boycott against Israel even though he feels it is ''one more bond on the flow of
free trade.
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18TH STORY of Level 1 printed in FULL format.
Copyright (c) 1987 The New York Times Company;
The New York Times
July 26, 1987, Sunday, Late City Final Edition
NAME: Malcolm Baldrige
CATEGORY: Business and Finance; Politics and Government (US)
SECTION: Section 1; Part 1, Page 1, Column 2; National Desk
LENGTH: 654 words
HEADLINE: COMMERCE SECRETARY BALDRIGE DIES IN RODEO ACCIDENT IN CALIFORNIA
BYLINE: By The Associated Press
DATELINE: WALNUT CREEK, Calif., July 25
BODY:
Commerce Secretary Malcolm Baldrige died at a hospital here today hours after
a horse he was riding in a calf-roping event fell on him.
Mr. Baldrige, 64 years old, died in surgery at John Muir Memorial Hospital
here about 3:50 P.M., said Dr. Naran Patel, a surgeon at the hospital.
The Commerce Secretary, a member of President Reagan's Cabinet since 1981,
was flown to the hospital by helicopter after the accident at the Jack Roddy
Ranch in Brentwood, 45 miles east of San Francisco. [Obituary, page 26.] Major
Internal Injuries Mr. Baldrige, who had a lifelong passion for rodeo
competition, suffered internal injuries, including tears to the pancreas and
heart when the horse fell on him about 1:15 P.M., doctors said.
His heart had stopped for several minutes after the accident but a doctor who
was at the scene was able to revive him through cardiopulminary resuscitation.
Dr. Patel said that in surgery doctors discovered severe internal bleeding
that they were unable to stem. He said the aorta and the large vein leading to
the heart were both torn.
About 90 minutes into the operation, Mr. Baldrige's heart stopped and efforts
to restart it through heart massage failed.
''He bled to death from the massive injuries and from the lack of
coagulation, said Dr. Ronald LaPorta, chief surgeon at the hospital and one
four doctors who operated on the Secretary. 'He was always in shock; he never
got out of shock.
Statement by Reagan
'The nation has suffered a great loss with the tragic and untimely death of
Secretary Malcolm Baldridge, President Reagan said in a statement read by
Leslye Arsht, the White House deputy press secretary.
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(c) 1987 The New York Times, July 26, 1987
'Under his stewardship, the Department of Commerce played a key role in the
rebirth of our country's prosperity and all of us owe a great debt to Mac
Baldrige, the President said.
Sgt. Larry Aulich of the Contra Costa County Sheriff's Department said Mr.
Baldrige was trying to rope a calf when his horse reared and fell backward. The
horse fell on Mr. Baldrige ''full force,' Sergeant Aulich said.
Dr. Bert D. Johnson, a Stanford University gynecologist who arrived at the
ranch just after the accident, said he and volunteer firefighters administered
cardiopulminary resuscitation for about four minutes until Mr. Baldrige's heart
started beating again and he began breathing. He was then taken to the hospital.
Condolences From Bush
From Kennebunkport, Me., where he was spending the weekend, Vice President
Bush said: ''Mac Baldrige set the standard for excellence, decency and integrity
in public life. He was a tower of strengh and truly a man of honor.
From Indianapolis, Bob Dole, the Senate Republican leader, said: "I am
shocked by the sudden loss of this good man. Mac was a friend, a dedicated
public servant who I admired, and a superb cabinet member who earned the respect
of Capitol Hill. Elizabeth and I are deeply saddened and our thoughts are with
the Baldrige family.
Was Scheduled to Appear at Fair
Mr. Baldrige had been scheduled to appear tonight at the Contra Costa County
Fair. Although he was in his 60's, he competed in about three professional
rodeos a year and often participated in roping competitions.
His office was filled with mementoes of his lifelong passion: bronze cowboy
statues, a coiled lasso, a saddle he won at a 1978 rodeo and a collection of
belt buckles won in roping contests.
Mr. Baldrige had had several recent health problems. Last December, he came
down with viral pneumonia and was hospitalized in Albuquerque. He was flat on
his back for nearly four weeks, but said in April that he had made a full
recovery. He said he had quit smoking and begun jogging two miles a day.
He was one of only three members of Mr. Reagan's original 1981 Cabinet team
who were still on the job. The others are Defense Secretary Caspar W. Weinberger
and Housing Secretary Samuel R. Pierce Jr.
GRAPHIC: Photo of Malcolm Baldrige on the ground after falling from horse (Daily
Ledger Antioch/Greg Stidham via AP)
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Mac Baldrige
July 30, 1987
Mr. Vice President -- George -- Midge, Megan and Molly.
A rich honor to be here. In the Christian experience,
this is the day when we gather to celebrate the life of Mac
Baldrige. We really must not mourn this magnificent life
lived. But that is so very hard not to do. Christianity
teaches us to celebrate his life. So we celebrate this man.
His marvelous mannerisms. His friendliness. His love of life
and fellow man. His wisdom. His great courage. His
intellect. His heart. His soul. Those attributes were part
of the essence of his stewardship in his life here on earth --
and we knew they were to be returned to God one unknown day.
But none of us were ready for that day. We mourn his
loss in our own lives -- what he was to each of us. So
personal. So special. It would have been much easier to
celebrate his life with him here! But he is gone --
irrevocably gone.
My wife, Ann, and I have spent many marvelous moments
with Mac and Midge Baldrige. I cherish the years that I have
been the beneficiary of that man's wise counsel and direction.
We had special and fragile and easily-remembered times
together. One such occasion was a Sunday in Kenneybunkport,
Maine, with Barbara and George on a beautiful Memorial Day.
-2-
Mac gave the sermon. He talked about Memorial Day and about
war, and about peace. He served in the Second World War -- a
decorated combatent of that war. Yet, what he really was --
always -- was a man of peace. In his face, in his actions, in
his life -- a man of peace. That Sunday he spoke about war --
and his reluctant part in it -- and about killing and about
innocent victims, and I remember he choked up a bit. Only a
bit, for it is not always right for a cowboy to cry. Then he
went on. There wasn't a sound in that little church. All were
deeply moved by the beauty of his remarks.
Then at a lovely memorial service afterwards out in the
town square I remember saying, "Mac, I don't think I've ever
heard you speak like that -- so personal, so intimate, so
powerful, so you.' He said, "Well, I kind of got a little
choked up there. I didn't mean to do that. I don't do that
very often -- but war really is hell. We must see that we
never do that again." That was his love shining through. The
silence. Then a sigh and a pause, and then that shy and
pixie-like grin -- that wouldn't be corny to call it his "aw
shucks" look. It wasn't corny because that was him. It was a
most real and authentic part of him.
Then let me mention another time much more recently at a
small dinner in their Washington apartment. Two of the guests
that night had recently been in deep personal extremity.
-3-
The Washington experience can inexoriably crush, pull and tear
down human beings. It had so visited itself upon those two
guests and I remember Mac ambling up to the man and just saying
softly -- "It's been kind of a tough one hasn't it?" The
guest allowed as to the fact it sure had been. Mac said, "Let
me tell you about a time or two of mine in my life when I
didn't know where to turn." And as I stood there, he shared a
most intimate and dramatic turn of his life. Relating it
slowly, softly, in his folksy, earthy, riveting and
distinctly-hearable way. He revealed his own full
vulnerability and his own rich humanness to that man. I saw
the rigidity and pain drop a bit from the man's face and then
the loosened shoulders and then a big grin.
And Mac certainly always knew what a big grin was. He
was a friend to his friends. I never saw him abuse or misuse a
friendship. Steady on the course. He had "no truck" with pomp
or posturing. I never heard him say hateful things or speak
about others in hateful ways. He was bigger than all of that.
Mac Baldrige was as comfortable with cowboys as he was
with kings -- maybe even more.
He loved his job and he loved his President and Vice
President and he loved his country. He brought that
overwhelming human dimension of his to the task. He knew
exactly what he wanted to accomplish with that intellectual
-4-
buoyancy and honesty and feeling. He made his mark as few
before him have.
He made unmatched strides in the Department of Commerce
in seven league boots -- cowboy boots for sure. He loved the
beauty of words and language and the classics -- and then he'd
get right out there and kick around in that sagebrush or in the
arena with the best of the cowpokes.
He rigged those new computers over there at the Commerce
Department so they would simply spit out and reject words that
he just would never chamber in his own talk with fellow
humans. Words like "specificity," "viable," "input," "output,"
"feedback" or simply any word ending in "ize!" "Finalize" and
all such unrelenting garble.
He was a rainbow of life. He brought joy and love and
good spirit wherever he went. He really did. Fair, tough,
loving and so wise. What a huge capacity for human loving and
caring he had.
My wife, Ann, said wistfully, "I wish we had seen more of
Mac. He was so great a guy." Then she added quietly, "But
nobody would ever see enough of a guy like Mac." For he
carried a great secret of life -- the ability to love and be
loved. That requires real strength and grace.
-5-
His tap root reached out across this entire land. He
loved the East, here in this beautiful, pastoral community and
this lovely little church -- and he loved the West, out there
in the cathedrals of sky and mountain.
A great tree has fallen from the skyline. He leaves a
very empty place here -- and there.
And to Midge. Dear Midge. The lady he loved -- and
loved to be with. They lived, loved, laughed and danced
together -- and oh how Mac loved to dance!
To you, Midge, and to dear Molly and Megan, Tish, Bob,
and Craig and Malcolm and Fonda -- families now all drawn
together in an ever tighter bond of love and caring -- our love
and sympathy.
Midge, yours was a remarkable union. We witnessed the
bond of two very strong and very dear people. A union that you
often refreshed and renewed as you drew strength and comfort
from each other in a very visible way. Hard to describe --
beautiful to observe.
I shall always have a vivid mental picture of Mac
Baldrige. Seared here. There is his marvelous voice, the
incredibly mobile face, bright, twinkling and piercing eyes --
that beautiful and very kind face with that smile you could see
a mile. That friendly and all encompassing presence.
-6-
That cowboy hat scrunched down on his head and those old worn
boots and white shirt and those levis just barely hanging on to
that bony and wirey frame of his -- defying gravity, indeed --
and held up by an old western belt. Mac.
There really is a lore and love of the West. He often
told me that it had al very special draw on him -- a compelling
pull. He would tell me of the days as a boy -- and after --
when he read Zane Grey and Robert Service and Owen Wister. And
from those writings of those authors who he loved comes a
phrase which I guess is really about the finest thing you can
ever say about a cowboy and a man. "He died with his boots
on. That was Mac. Now we give him up. God, we commend him
to your loving hands. Thank you for him.
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2ND STORY of Level 1 printed in FULL format.
Copyright 1992 Globe Newspaper Company
The Boston Globe
October 15, 1992, Thursday, City Edition
SECTION: ECONOMY; Pg. 41
LENGTH: 586 words
HEADLINE: Excellence reins at AT&T plant;
North Andover employees earn Baldridge award
BYLINE: By Diane Lewis, Globe Staff
DATELINE: NORTH ANDOVER
KEYWORD: AWARD NAME-AT&T MERRIMACK VALLEY PLANT PROFILE- MALCOLM BALDRIDGE
NATIONAL QUALITY AWARD
BODY:
For the state's battered manufacturing sector, it was a bit of bright news
amid the bad.
AT&T's huge Merrimack Valley plant was awarded a prestigious Malcolm
Baldridge National Quality Award for excellence in manufacturing, an area in
which Massachusetts has hardly excelled in this deepest of recessions.
It was one of two Baldridge awards given to AT&T by the US Commerce
Department yesterday. The company's Florida-based Universal Card operation also
got a Baldridge award, making AT&T the first in the country to win two of the
annual prizes.
Since the recession started in July 1990, New England has lost 133,000
manufacturing jobs, or 11 percent of all the jobs. The country as a whole is
losing manufacturing jobs at just half that rate. Rhode Island and Massachusetts
have been among the hardest hit states in the country.
The big losses in manufacturing - a traditional provider of good-paying jobs
for a blue-collar work force - have helped deepen New England's recession, and
there is a growing concensus that the region must shore up the industry if the
economy is to turn around.
"This is a big, big deal," Gov. Weld said yesterday. "It will train the glare
of publicity in this area and show other companies that they can be a high-end
producer with no loss of jobs."
With 7,000 workers, the North Andover plant is the state's largest
manufacturer. It is a leading supplier of fiber-optic lines and other
transmission equipment.
John F. McKinnon, AT&T vice president and general manager, told a cheering
crowd of employees the transmissions unit has doubled international sales over
the last three years and now sells systems to more than 50 countries.
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The Boston Globe, October 15, 1992
Company officials credited AT&T's total quality program with a 50 percent
reduction in the time it takes to bring a new product into the market, 50
percent reduction in manufacturing intervals, a 40 percent reduction in
inventory and roughly $ 400 million in cost savings over the past four years.
"We sell $ 100 million worth of equipment from this plant to Japan alone,"
McKinnon said. "We go to head to head with
NEC, Hitachi - the best in the
world - and we're winning because we focus on serving customers well."
Named for the late Commerce Department secretary, the Baldrige award is
designed to raise awareness about quality management in US companies. Since
1988, 17 companies have won.
In addition to AT&T's two awards, other winners were Texas Instruments Inc. 's
Defense Systems & Electronics Group of Dallas, also in the manufacturing
category; the Ritz-Carlton Hotel Co. of Atlanta, in the service category; and
Granite Rock Co. of Watsonville, Calif., in the small business category.
AT&T's Universal Card Services in Jacksonville, Fla., one of the company's
newer businesses, markets and provides customer services for combination
long-distance calling and general-purpose credit card.
The telephone card has had a comprehensive quality program in place since it
was launched in March 1990. Since then, the combined long-distance calling card
and AT&T's general purpose credit card has become the second most popular card
in the industry, with 10 million accounts and 15 million cards issued.
In a televised speech, AT&T chairman Robert E. Allen said the Massachusetts
and Florida units operate separate businesses, but share a strong commitment to
quality. He said management and union-represented employees jointly serve on
quality teams and carry out initiatives designed to serve customers quickly.
GRAPHIC: PHOTO, AT&T employee Earl Frazier pauses from his work on circuit
boards at the Baldridge-winning North Andover plant. GLOBE PHOTO / EVAN RICHMAN
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Nix
December 8, 1992
Draft One
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, SEPTEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
Hewas
A
man whose collection of belt buckles was the only thing
that could outnumber his many achievements. After being
appointed Commerce Secretary, a reporter asked him what made him
qualified for such a post when he didn't even know where the
Commerce building sits. "I have some, or limited, knowledge of
politics," he said, "and I understand that's necessary in
Washington."//
In a hand-tooled western belt and a pin-stripe suite, of Mac
was the Connecticut cowboy -- the only guy I knew who'd complain
of saddle sores from sitting at a desk too long. He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's."
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, TSBU has initiated
programs to predict what new technologies will be needed to meet
their customers long-term goals.
Right now, TSBU is the second
largest maker of transmission systems, but having shown an
cut
unyielding commitment to customer satisfaction, this company is
sure to reach its goal to be number one in its field by 1997.
In
slightly
just more than 3 years, TSBU has doubled international sales and
now sells systems to more than 50 countries. That's a lot of
satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident But by effort -- top performances by all
of its 2500 employees. UCS led its charge to excellence by
centralizing their business around one key principle: "delight
the customer." And it seems they are, indeed, delighted. 98% of
their customers rate overall services as better than the
competition. 98%. [[That's one poll I could have used a month
ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has outshined other
ed
construction materials businesses by exceeding its industry
standards for high quality and unmatched service. Rather than
a well- worn path
follow the same course as its competitors, Granite Rock chose to
chart its own way -- a journey that has brought them here today -
- an award-winning company that defines success in three little
words: "another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
customer guest This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in its
industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
a
[[I'm not sure this-Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
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Nix
December 8, 1992
Draft One
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, SEPTEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
A man whose collection of belt buckles was the only thing
that could outnumber his many achievements. After being
appointed Commerce Secretary, a reporter asked him what made him
qualified for such a post when he didn't even know where the
Commerce building sits. "I have some, or limited, knowledge of
politics," he said, "and I understand that's necessary in
Washington."//
In a hand-tooled western belt and a pin-stripe suite, Mac
was the Connecticut cowboy -- the only guy I knew who'd complain
of saddle sores from sitting at a desk too long. He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's. "
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, TSBU has initiated
programs to predict what new technologies will be needed to meet
their customers long-term goals. Right now, TSBU is the second
largest maker of transmission systems, but having shown an
unyielding commitment to customer satisfaction, this company is
sure to reach its goal to be number one in its field by 1997. In
just more than 3 years, TSBU has doubled international sales and
now sells systems to more than 50 countries. That's a lot of
satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident. But by effort -- top performances by all
of its 2500 employees. UCS led its charge to excellence by
centralizing their business around one key principle: "delight
the customer." And it seems they are, indeed, delighted. 98% of
their customers rate overall services as better than the
competition. 98%. [[That's one poll I could have used a month
ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has outshined other
construction materials businesses by exceeding its industry
standards for high quality and unmatched service. Rather than
follow the same course as its competitors, Granite Rock chose to
chart its own way -- a journey that has brought them here today -
- an award-winning company that defines success in three little
words: "another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
customer. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in its
industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
[[I'm not sure this Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //]] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
oldrafts
Nix
December 8, 1992
Draft One
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, SEPTEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly
awards ceremony. An opportunity to honor industry's best. And a
chance to revisit the legacy of an extraordinary man -- Malcolm
Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by
Midge that he'd have to call back later: Mac was out on his
horse roping and he couldn't come to the phone. That was Mac.
A man whose collection of belt buckles was the only thing
that could outnumber his many achievements. After being
appointed Commerce secretary, a reporter asked him what made him
qualified for such a post when he didn't even know where the
Commerce building sits. "I have some, or limited, knowledge of
politics," he said, "and I understand that's necessary in
Washington."//
In a hand-tooled western belt and a pin-stripe suite, Mac
was the Connecticut cowboy -- the only guy I knew who'd complain
of saddle sores from sitting at a desk too long. He used to say
that the thing he liked about cowboys was that they didn't talk
unless they had something to say, and when they said something,
they meant it. That was true of Mac. When he talked business,
he meant business. And when he talked of making America's
products second to none, you listened.
The standards of excellence Mac embodied are still very much
with us. Fairness, honesty, tenacity. These were his
yardsticks. The same yardsticks we use today in looking for the
very best that American industry has to offer. And this year, we
have found them in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission
Systems and Universal Card Services are divisions of AT&T, they
are two separate businesses, who share one common goal -- a
commitment to quality. AT&T Chairman Robert Allen said of this
commitment: "The real challenge is to define quality not from
our own perspective, but from the customer's."
This both divisions have done. Transmission Systems
Business Unit dedicates itself not only to its customers short-
term needs, but its long-term needs as well. With the input of
more than 7500 employees at nine U.S. sites, TSBU has initiated
programs to predict what new technologies will be needed to meet
their customers long-term goals. Right now, TSBU is the second
largest maker of transmission systems, but having shown an
unyielding commitment to customer satisfaction, this company is
sure to reach its goal to be number one in its field by 1997. In
just more than 3 years, TSBU has doubled international sales and
now sells systems to more than 50 countries. That's a lot of
satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident. But by effort -- top performances by all
of its 2500 employees. UCS led its charge to excellence by
centralizing their business around one key principle: "delight
the customer." And it seems they are, indeed, delighted. 98% of
their customers rate overall services as better than the
competition. 98%. [[That's one poll I could have used a month
ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has outshined other
construction materials businesses by exceeding its industry
standards for high quality and unmatched service. Rather than
follow the same course as its competitors, Granite Rock chose to
chart its own way -- a journey that has brought them here today -
- an award-winning company that defines success in three little
words: "another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
customer. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle "service must be excellent if it is anything" that has
earned Ritz-Carlton one of the most loyal followings in its
industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity."
[[I'm not sure this Texas-based company cottons to being called
"yankee" -- but ingenious, I think they'll accept. //1] Formed
during World War II, this TI subsidiary has grown to become the
nation's eighth largest defense electronics contractor. We know
from the success of Desert Storm, that in matters of advanced
weaponry, quality is key. And we know, too, from the success of
Desert Storm, that TI's contributions to this effort were
invaluable.
In today's competitive global marketplace, quality of
service and quality of goods takes on top priority in American
business. Premium standards are no longer lofty goals, but vital
components of every basic business strategy. This year's
Baldrige award winners know that quality standards do not impede
success, they encourage it. Mac would agree.
Each time we revisit our memories of Mac Baldrige at this
ceremony, I'm reminded of the wisdom he used to impart most often
-- always, in anything and everything, rise to the highest
standard. This year's Malcolm Baldrige Quality Award Winners
have all done just that.
Congratulations. May God bless you all and the United
States of America.
#
#
#
with us. Fairness, honesty, tenacity. These were his yardsticks.
The same yardsticks we use today in looking for the very best that
American industry has to offer. And this year, we have found them
in five exceptional companies.
Some might think the Commerce Department offered a two-for-
one deal with AT&T -- but not so. Though both Transmission Systems
and Universal Card Services are divisions of AT&T, they are two
separate businesses, who share one common goal -- a commitment to
quality. AT&T Chairman Robert Allen said of this goal: "The real
challenge is to define quality not from our own perspective, but
from the customer's."
This both divisions have done. Transmission Systems Business
Unit dedicates itself not only to its customers short-term needs,
but its long-term needs as well. With the contributions of more
than 7500 people at nine U.S. sites, TSBU has initiated programs
to predict what new technologies will be needed to meet their
customers long-term goals. Right now, TSBU is the second largest
maker of transmission systems. With its commitment to keep an ear
to the voice of all its customers, this company is sure to reach
its 1997 goal to be number one in its field. In just more than 3
years, TSBU has doubled international sales and now sells systems
to more than 50 countries. That's a lot of satisfied customers.
Universal Card Services hasn't become a benchmark of other
companies by accident. But by effort -- top performances by all
of its 2500 employees. UCS led its charge to excellence by
centralizing their business around one key principle: "delight
the customer." And it seems they are, indeed, delighted. 98% of
their customers rate overall services as better than the
competition. 98%. [[That's one poll I could have used a month
ago. //]]
It's not often that a small business means big business, but
it's true for the Granite Rock Company. With the initiation of
their Total Quality Program, Granite Rock has outshined other
construction materials businesses by exceeding its industry
standards for high quality and unmatched service. Rather than
follow the same course as its competitors, Granite Rock chose to
chart its own way -- a journey that has brought them here today -
- an award-winning company that defines success in three little
words: "another satisfied customer."
Ritz-Carlton won 121 quality-related awards in 1991, but ask
any employee how they gauge their success and they'll say -- the
Gold Standards -- the Ritz-Carlton's bible for premium service.
With almost 12,000 employees, the Ritz-Carlton has implemented a
rigorous quality program that seeks "a memorable visit" for every
customer. This luxury hotel business knows that a mint on the
pillow isn't enough to keep a customer coming back. It's the
principle that "service must be excellent if it is anything" that
has earned Ritz-Carlton one of the most loyal followings in its
industry.
For Texas Instruments Defense Systems & Electronics Group,
its best product is always surpassed by its next innovation. Mac
used to call this kind of inventiveness "Yankee ingenuity." [[I'm
not sure this Texas-based company cottons to being called "yankee"
-- but ingenious, I think they'll accept. //]] Formed during World
War II, this TI subsidiary has grown to become the nation's eighth
largest defense electronics contractor. We know from the success
of Desert Storm, that in matters of advanced weaponry, quality is
key. And we know, too, from the success of Desert Storm, that TI's
contributions to this effort were invaluable.
In today's competitive global marketplace, quality of service
and quality of goods takes on top priority in American business.
Premium standards are no longer lofty goals, but vital components
of every basic business strategy. This year's Baldrige award
winners know that quality standards do not impede success, they
encourage it. Mac would agree.
As with all great western stories, none of us are ever ready
for the day the cowboy rides off into the sunset. Even so, there
are some people in life whose memory you never quite let go. Each
time we revisit our memories of Mac Baldrige at this ceremony, I'm
reminded of the wisdom he imparted most often -- always, in
anything and everything, rise to the highest standard. The Malcolm
Baldrige Quality Award Winners have all done just that.
Congratulations. May God bless you all and the United States
of America.
#
#
#
Nix
December 8, 1992
Draft One
BALDRIGE
PRESIDENTIAL REMARKS:
MALCOLM BALDRIGE QUALITY AWARDS
MALCOLM BALDRIGE GREAT HALL, DOC
MONDAY, SEPTEMBER 14, 1992
11:30 A.M.
[Acknowledgments] I always look forward to this yearly awards
ceremony. An opportunity to honor industry's best. And a chance
to revisit the legacy of an extraordinary man -- Malcolm Baldrige.
I remember a story President Reagan loved to tell of the day
he phoned Mac to ask him to join his Cabinet. He was told by Midge
that he'd have to call back later: Mac was out on his horse roping
and he couldn't come to the phone. That was Mac.
A man whose collection of belt buckles was the only thing that
could outnumber his many achievements. After being appointed
Commerce secretary, a reporter asked him what made him qualified
for such a post when he didn't even know where the Commerce
building sits. "I have some, or limited, knowledge of politics,"
he said, "and I understand that's necessary in Washington.' "//
In a hand-tooled western belt and a pin-stripe suite, Mac was
the Connecticut cowboy -- the only guy I knew who'd complain of
saddle sores from sitting at a desk too long. He used to say that
the thing he liked about cowboys was that they didn't talk unless
they had something to say, and when they said something, they meant
it. That was true of Mac. When he talked business, he meant
business. And when he talked of making America's products second
to none, you listened.
The standards of excellence Mac embodied are still very much
PAGE
4
5TH STORY of Level 1 printed in FULL format.
Copyright 1992 News World Communications, Inc.
The Washington Times
October 5, 1992, Monday, Final Edition
SECTION: Part E; COMMENTARY; Pg. E3
LENGTH: 853 words
HEADLINE: American business summit
BYLINE: Barbara Hackman Franklin
BODY:
America's ability to increase its exports abroad, thus enhancing our
domestic economic prosperity, depends primarily on our ability to do three
things: gain greater access to foreign markets, produce competitively priced
goods and services, and ensure that the quality of these products is second to
none.
Today, the Commerce Department will host a summit of major American business
leaders. Our intention will be to address the third component of this equation
for success: the quality of American products. This summit, like the Bush
administration policy toward American business, seeks to enhance America's
competitiveness and defend our role as the world's economic leader. Our goal is
simple: ensure that the phrase "made in America" remains a synonym for quality.
Promoting American exports abroad often can be frustrating work, primarily
because much of our ability to expand American exports depends not on what
Americans do, but on the cooperation of governments abroad. For instance,
America can negotiate for the removal of trade barriers to our exports (like we
are doing now with Mexico) but whether these barriers are removed can depend
ultimately on foreign governments' willingness to see the mutual dividends
derived from free trade. Sometimes foreign governments quickly see these
merits; sometimes they don't. Even the prices of our products are not entirely
up to us.
American businesses can produce competitively priced products, but if
foreign governments erect tariffs, or subsidize their own industries, American
products may have a difficult time competing. Our comparative costs increase,
thus artificially increasing the price of American goods.
Fortunately, this is not the case when it comes to quality. The quality of
American goods rests entirely in the hands of America's business management and
workers. It is one of the few areas where, regardless of policies abroad,
America can continue making unilateral headway. As a result, continually
enhancing the quality of American goods and services must be a central component
to our trade policy - a pressing priority to both American business and to
Washington.
To date, the biggest problem with American competitiveness, and the quality
of American goods, has not been the American worker or American ingenuity; both
remain unmatched in the world today. The primary problem, rather, rests with
economic policies in Washington. Rather than adopting policies that would
encourage creativity, entrepreneurship and concern for innovativeness and
TM
TM
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Services of Mead Data Central, Inc.
PAGE
5
The Washington Times, October 5, 1992
detail, Congress often has sought to stifle American businesses with excessive
taxation and overregulation. Result: American businesses have been forced to
spend more time keeping their heads above water than enhancing the quality of
their products.
This is why President Bush has been arguing assertively for substantial
economic reforms - a cut in the capital gains tax, support for small business
development, and policies that encourage investment in new research and
technology. These policies, opposed by Bill Clinton and most Democrats in
Congress, will benefit America's competitive nature by creating an economic
environment that encourages American companies to produce goods and services
whose quality is unmatched. Quality products, in turn, will enhance America's
export capabilities, producing more jobs and prosperity at home.
The ultimate test of a product's quality is its success in the global
marketplace, but the Commerce Department also has taken an additional step to
reward quality: the Malcolm Baldridge Quality Award. Awarded annually, the
Baldrige award highlights America's quality success stories: those companies -
small, medium, or large - that have enhanced the value of the "made in America"
slogan by producing products or services of extraordinary quality.
And there is a final, seldom-mentioned, step that government must take to
encourage private sector quality. That is to restore its own credibility with
the American people by holding itself to the highest standards of quality.
Surely, it is nothing short of hypocritical if a government known for
overstaffing, overspending and underproducing turns to the business world and
preaches "quality." Therefore, it is critical that all agencies and departments,
and especially Congress, look seriously at the expenditure of American tax
dollars and ask themselves a fundamental question: How can this be done better
and more efficiently, or should government be doing this at all?
Rewarding quality with the recognition it deserves, while pushing for
economic policies at home that afford companies the opportunity to improve their
product quality, is the key to improving the overall quality of American
products. This, in turn, will help ensure that the modern economic miracle
known as America maintains its cutting edge role as the world's leading economic
power - in both quantity and quality.
Barbara Hackman Franklin is the U.S. secretary of commerce.
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PAGE
7
1ST STORY of Level 1 printed in FULL format.
The Business Journal-Jacksonville
Copyright Jacksonville Business Journal 1992;
Business Dateline; Copyright 1992 UMI/Data Courier
October 16, 1992
SECTION: Vol 8; No 1; Sec 1; pg 1
LENGTH: 664 words
HEADLINE: Baldridge Wannabes, Universal Card Offers Examples of Quality
BYLINE: Donna
DATELINE: Jacksonville; FL; US
BODY:
Companies that want to call themselves quality-oriented might take a lesson
from 1992 Malcolm Baldridge National Quality Award winner AT&T Universal Card
Services Corp.
# When Universal Card wanted to know if cardmembers preferred mail or phone
calls from the company, it sent out a questionnaire in its billing statements
last year.
* When Universal Card received complaints last year about the interest
charged on cash advances, the company's pricing committee restructured the
program, setting up a grace period and a transaction fee.
* When a glitch last summer in Universal Card's authorizations system caused
customers trying to use the card to be rejected at department stores, President
Paul Kahn sent out apology letters and $ 10 certificates to each of those
customers.
Universal Card, the Jacksonville-based credit card subsidiary of AT&T Corp.,
celebrated its second anniversary in March. It's one of five companies to win
the coveted Malcolm Baldridge Award this year, which recognizes a company's
methods for assuring quality of goods and services.
Universal Card has "brought more competitive energy into a complacent (credit
card) industry," said Kahn, in an interview on Wednesday from NEW York.
Kahn said Universal Card used the Baldridge process as a template in setting
up the credit card subsidiary here. "We started with a clean slate," Kahn said.
In 30 months, Universal Card-the nation's second largest credit card
company--has changed the credit card industry, he continued.
Universal Card' 5 2,500 employees operate under 120 daily quality
measurements, including courtesy, accuracy and timeliness, Kahn said. "We even
measure the courtesy of our associates with delinquent customers. Seventy
percent of our delinquent customers said they'd recommend the card to their
friends."
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8
The Business Journal-Jacksonville, October 16, 1992
Universal Card, which turned profitable last summer, opened its 10 millionth
account last month. To date, the company's 16 million cardholders have charged $
30 billion on the card.
Since its inception, Universal Card's interest rate has dropped five times
because its interest rate charge is linked to the prime rate, a benchmark rate
banks use in setting loan rates. Customers now pay an annual rate of 14.9
percent, 3.1 percentage points below the industry average.
Baldridge winners generally host 30,000 to 50,000 visitors per year, which
will be significant for Jacksonville, Kahn said. Universal Card is already
working with the Jacksonville Chamber of Commerce to accommodate those visitors
and to showcase Jacksonville.
Alan Schultheis, Universal Card executive vice president-marketing, said the
award is significant for Jacksonville because 80 percent of Universal Card's
employees are from Jacksonville. "That's clearly a testimony to the work force
in this town," Schultheis said.
"We came here because the type of people we needed for this vision are here,"
he said. "Dedicated employees are a big part of what won it for us."
The Malcolm Baldridge Award was established in 1987 to honor the late
Malcolm Baldridge, who was U.S. Secretary of Commerce under President Ronald
Reagan. It's managed by the Commerce Department's National Institute of
Standards and Technology. A maximum of two awards are given each year in three
categories: large manufacturing, large service and small business. Since 1988,
17 companies have won the award.
In addition to AT&T Universal Card, which won in the service category, 1992
winners include: AT&T Network Systems Group/Transmission Systems Business Unit,
based in Morristown, N.J., which won in the manufacturing category; Dallas-based
Texas Instruments Inc. Defense Systems & Electronics Group, also in the
manufacturing category; Atlanta-based The Ritz-Carlton Hotel Co., in the service
category; and Watsonville, Calif.-based Granite Rock Co., in the small
business category.
"It says a lot for Jacksonville between AT&T and the Ritz-Carlton winning,"
said Ritz-Carlton spokeswoman Alison Adams.
SUBJECT: Financial services; Credit cards; Quality; Awards; Customer services;
South Atlantic
GEOGRAPHIC: South Atlantic Region; Jacksonville; FL; US
COMPANY: AT&T Universal Card Services; SIC: 6140
LOAD-DATE-MDC: November 17, 1992
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Services of Mead Data Central, Inc.
DEC-07-1992 16:02 FROM PAD
TO
12024566218 P.001/005
National Institute of Standards and Technology
(NIST)
PUBLIC AFFAIRS DIVISION
TELECOPIER COVER SHEET
Building 101 - Room A903
Gaithersburg, MD 20899
Date: 12/7
To: Michelle Nix
FAX 202-456-6218
ORIG.
TELEPHONE X 77.50
From: Jan Kosko
FAX
301-926-1630
ORIG.
NIST/PUBLIC AFFAIRS OFFICE
TELEPHONE
301-975-2767
Number of Pages (including cover sheet):
The only thing by sec. Bald nise that A've
found so far is a attached. Also a attached ir
his Go { general into from
Quality Anfrovement Act.
Malcolm Baldrige
National
Quality
Award
12
13
P.002/005
:hnical personnel among academia, industry, and Federal labora-
tirely consistent with the President's objectives. Indeed, your staff's
ies. Such program shall include both (1) federally supported ex-
proposal to adopt the President's own theme of "A Quest for Excel-
anges and (2) efforts to stimulate exchanges without Federal
lence" as the medal's inscription reflects clearly that this is a goal
ading.
shared by our respective branches.
C. [17.] 18. AUTHORIZATION OF APPROPRIATIONS.
H.R. 812 takes yet another step in encouraging American busi-
a) There is authorized to be appropriated to the Secretary for
nesses to improve the quality of their goods and services, and does
rposes of carrying out section 6, not to exceed $19,000,000 for the
SO without throwing a lot of dollars around indiscriminately at pro-
12024566218
cal year ending September 30, 1981, $40,000,000 for the fiscal
grams of unproven worth. We have to encourage American execu-
ar ending September 30, 1982, $50,000,000 for the fiscal year
tives to get out of their boardrooms and onto the factory floor to
ding September 30, 1983, and $60,000,000 for each of the fiscal
learn how their products are made and how they can be made
ars ending September 30, 1984, and 1985.
better.
b) In addition to authorizations of appropriations under subsec-
Turning to the bill itself, I agree with you that the focus should
n (a), there is authorized to be appropriated to the Secretary for
be on awards to business rather than to state and local govern-
rposes of carrying out the provisions of this Act, not to exceed
ments. The public services they provide to their citizens are of a
000,000 for the fiscal year ending September 30, 1981, $9,000,000
different nature. I also agree that the program should be run out of
the fiscal year ending September 30, 1982, and $14,000,000 for
the National Bureau of Standards (NBS). The program will fail if
ch of the fiscal years ending September 30, 1983, 1984, and 1985.
the awards are perceived as politically motivated to reward favored
c) Such sums as may be appropriated under subsections (a) and
companies or generous contributors, but NBS's reputation is suffi-
shall remain available until expended.
cient to end any such accusation. For the same reason, I agree that
TO
d) To enable the National Science Foundation to carry out its
audits should be performed by external contractors.
wers and duties under this Act only such sums may be appropri-
Sincerely,
ed as the Congress may authorize by law.
MALCOLM BALDRIGE,
C. [18.] 19. SPENDING AUTHORITY.
Secretary of Commerce.
No payments shall be made or contracts shall be entered into
rsuant to the provisions of this Act (other than sections 11, 12,
d 13) except to such extent or in such amounts as are provided in
vance in appropriation Acts.
XIII. COMMITTEE RECOMMENDATION
H.R. 812 was ordered favorably reported on May 13, 1987, by the
mmittee by voice vote, a quorum being present.
XIV. ADMINISTRATION VIEW
THE SECRETARY OF COMMERCE,
Washington, DC, May 13, 1987.
DEC-07-1992 16:03 FROM PAD
n. DOUG, WALGREN,
airman, Subcommittee on Science, Research and Technology,
Committee on Science, Space, and Technology, House of Repre-
sentatives, Washington, DC.
DEAR MR. CHAIRMAN: Thank you for giving the Administration
opportunity to comment on the Committee's proposed markup
H.R. 812, which establishes the National Quality Award. The
ministration supports this bill.
in explaining the President's reasoning for establishing a nation-
goal of assuring American competitive preeminence into the
xt century, the White House announced that "(b)usiness must
rk more efficiently; setting high standards of quality; streamlin-
: operations; discarding outmoded systems and management
les; adapting to change; and building on their tradition as entre-
eneurs who saw a better way, had a better idea, worked a little
rder." H.R. 812 seeks, with a minimum of Federal intrusion or
it, to encourage effective quality management and, as such, is en-
DEC-07-1992 16:03 FROM
PAD
TO
12024566218
P.003/005
MALCOLM BALDRIGE NATIONAL QUALITY
IMPROVEMENT ACT OF 1987
P.L. 100-107, see page 101 Stat. 724
DATES OF CONSIDERATION AND PASSAGE
House June 8, August 7, 1987
Senate August 5, 1987
House Report (Science, Space, and Technology Committee) No. 100-96,
May 18, 1987 [To accompany H.R. 812]
Senate Report (Commerce, Science, and Transportation Committee)
No. 100-143, Aug. 4, 1987 [To accompany H.R. 812]
Cong. Record Vol. 133 (1987)
The Senate Report is set out below.
SENATE REPORT NO. 100-143
(page 1]
The Committee on Commerce, Science, and Transportation, to
which was referred the bill (H.R. 812) to amend the Stevenson-
Wydler Technology Innovation Act of 1980 to establish a National
Quality Award, with the objective of encouraging American busi-
ness and other organizations to practice effective quality control in
the provision of their goods and services, having considered the
same, reports favorably thereon with an amendment in the nature
of a substitute and an amendment to the title and recommends
that the bill do pass.
PURPOSE OF THE BILL
The purpose of the bill is to establish a Malcolm Baldrige Nation-
al Quality Award program, in honor of the late Secretary of Com-
merce, Malcolm Baldrige, with the objective of encouraging Ameri-
can business and other organizations to improve the quality of
their goods and services.
BACKGROUND AND NEEDS
Until a few decades ago, the United States was a world leader in
quality, and that leadership provided us with a broad market for
our products both domestically and overseas. In recent years, how-
ever, that leadership role has been challenged strongly by foreign
competition. American business and industry are beginning to understand
that poor quality results in lower sales, and that improved quality
(page 2]
of goods and services goes hand in hand with improved productivi-
ty, lower costs, and increased profitability. Commitment to excel-
lence in manufacturing and services through strategic planning for
quality and quality improvement programs is becoming more and
more essential to the well-being of our Nation's economy and our
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QUALITY IMPROVEMENT ACT
P.L. 100-107
ability to compete effectively in the global marketplace. This em-
phasis on excellence, good management practices, and high quality
in manufactured products can be observed not only in Japan but in
other parts of the Pacific Basin, such as Taiwan, Singapore, and
South Korea.
To be successful, quality improvement programs must be man-
agement-led and customer-oriented, and this may require funda-
mental changes in the way companies and agencies do business. In
o. 100-96,
an effort to regain the quality edge in many fields we. have lost to
Japan and several European nations, many experts have called for
nmittee)
the creation of a national quality award to stimulate quality man-
agement in American industries. Such an award would parallel the
Deming Prize awarded annually in Japan to the company which
does the best job in quality throughout its organization. Japanese
industry competes fiercely for this award. Companies know the av-
erage Japanese citizen pays attention to who wins and equates the
award with the highest quality of products. Ironically, the Japa-
nese prize was set up by an American, Dr. Edwards Deming, who
was a major participant in the effort to get Japanese industry back
on its feet after World War II. Dr. Joseph Juran and Dr. Deming
rtation, to
began promoting a vision of quality manufacturing that would
Stevenson-
change the world. Unfortunately, many companies in the United
1 National
States did not stress this approach while the Japanese accepted the
ican busi-
Juran/Deming emphasis on quality products and management.
control in
Other countries are following Japan's lead. Australia has had a
idered the
J.M. Juran Award since 1975; Margaret Thatcher has announced
the nature
the British National Quality Campaign and the British Quality
commends
Award; and the French have instituted the Industrial Quality
Prize.
MALCOLM BALDRIGE
ge Nation-
Secretary of Commerce Malcolm Baldrige took a personal inter-
est in H.R. 812, and helped to write the version which passed the
:y of Com-
ng Ameri-
House of Representatives on June 8, 1987.
The Secretary's interest in H.R. 812 reflected his lifelong com-
quality of
mitment, as both a successful businessman and a respected public
servant, to encourage improved quality and productivity in Ameri-
can industry. He saw quality and performance as the keys to this
country's prosperity and long-term strength. He had a lifetime of
1 leader in
interest and experience in manufacturing. Prior to joining the Cab-
narket for
inet, Mr. Baldrige served as chairman and chief executive officer of
ears, how-
Scoville, Inc., which then operated 81 manufacturing plants in the
by foreign
United States and 22 other countries around the world. As Secre-
tary of Commerce, he supported programs in the Department of
understand
Commerce to help American manufacturers.
ed quality
Mr. Baldrige served as Secretary of Commerce from January 20,
1981, until his untimely death on July 25, 1987. In recognition of
his many important contributions to American industry, the re-
productivi-
t to excel-
[page 3]
anning for
more and
spect and affection in which he was held, and the personal role he
y and our
played in drafting H.R. 812, the Committee believes it is fitting and
appropriate to name this legislation and its national quality award
program in honor of Malcolm Baldrige.
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Malcolm Baldrige
26th Secretary of Commerce
Malcolm Baldrige was nominated to be Secretary
of Commerce by President Ronald Reagan on
December 11, 1980, and confirmed by the United
States Senate on January 22, 1981.
During his tenure, Baldrige played a major role in
developing and carrying out Administration trade policy.
He took the lead in resolving difficulties in technology
transfers with China and India. Baldrige held the first
Cabinet-level talks with the Soviet Union in seven years
which paved the way for increased access for U.S. firms
to the Soviet market. He was highly regarded by the
world's most pre-eminent leaders.
Leading the Administration's effort to pass the
Export Trading Company Act of 1982, Baldrige was
named by the President to chair a Cabinet-level Trade
Strike Force to search out unfair trading practices and
recommend ways to end those practices. He was the
leader in the reform of the nation's antitrust laws.
Baldrige's award-winning managerial excellence
contributed to long-term improvement in economy,
efficiency, and effectiveness in government. Within the
Commerce Department, Baldrige reduced the budget by
more than 30% and administrative personnel by 25%.
Malcolm Baldrige
Prior to entering the Cabinet, Baldrige was
1922-1987
chairman and chief executive officer of Scovill, Inc.,
Waterbury, Connecticut. Having joined Scovill in 1962,
he is credited with leading its transformation from a
financially troubled brass mill to a highly diversified
manufacturer of consumer, housing, and industrial goods.
Baldrige began his career in the manufacturing
industry in 1947 as a foundry hand in an iron company
in Connecticut and rose to the presidency of that
company by 1960. During World War II, Baldrige served
in combat in the Pacific as Captain in the 27th Infantry
Division. He was born in Omaha, Nebraska and
graduated from Yale University with a bachelor's degree
in 1944.
Baldrige worked during his boyhood as a ranch
hand and earned several awards as a professional team
roper on the rodeo circuit. He was a Professional Rodeo
Man of the Year in 1980 and was installed in the National
Cowboy Hall of Fame in Oklahoma City in 1984.
Malcolm Baldrige died July 25, 1987 in a rodeo
accident in California. His service as Secretary of
Commerce was one of the longest in history. He is said
to have been possibly the most colorful Secretary of
Commerce and one of the most beloved. He is survived
by his wife Margaret and his two children.
These annual awards are also special because they gives us the
chance to revisit (our memories) the legacy of Malcolm Baldrige.
Not just top management bellowing orders from a top floor office,
but employees of these companies, who are partners, associates -
- all have a stake in their company's success.
PAGE
7
1ST STORY of Level 1 printed in FULL format.
The Associated Press
The materials in the AP file were compiled by The Associated Press. These
materials may not be republished without the express written consent of The
Associated Press.
November 28, 1987, Saturday, AM cycle
SECTION: International News
LENGTH: 597 words
HEADLINE: Soviet Leader Gives First Interview To U.S. Television Network
DATELINE: MOSCOW
KEYWORD: Soviet-Gorbachev
BODY:
Soviet leader Mikhail S. Gorbachev was "very amiable and very charming"
during the first personal interview of a Soviet leader by a U.S. television
network, NBC anchorman Tom Brokaw said Saturday.
Gorbachev's one-hour exchange with Brokaw will be aired in full by NBC in the
United States on Monday at 8 p.m. EST, network officials have announced.
Brokaw told The Associated Press after the interview conducted in the Council
of Ministers room at the Kremlin that the 56-year-old Communist Party chief
chatted informally with NBC executives before and after the taping.
"He was very amiable and very charming and, well, let's just say he didn't
get there by accident," Brokaw said. "He was obviously trying to seize the
moment.
"We definitely got the impression he is really looking forward to his trip to
the United States, said NBC's Moscow correspondent, Sandy Gilmour, who took
part in the informal exchanges before and after the interview.
Brokaw said he managed to get through most of the questions he had prepared
on the subjects of arms control, human rights, Gorbachey's personal life, his
campaigns for more openness and rebuilding of Soviet society and the economy,
and the case of ousted Moscow party boss Boris N. Yeltsin.
Brokaw declined to give details of the discussions.
Time magazine conducted a private interview with Gorbachev on Aug. 28, 1985,
about five months after he became party leader. But Saturday's interview,
granted in advance of next month's Washington superpower summit, was the first
private exchange any Soviet leader has had with a U.S. broadcast network.
"We've never had a Soviet leader sit down one-on-one with an American
journalist before, prepared to answer any question on any subject, and to take
followup questions and challenges," Brokaw said.
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PAGE
8
The Associated Press, November 28, 1987
Asked what impressions viewers are likely to take away after seeing the
interview, the anchorman said he thought most would be impressed by Gorbachey's
confidence and polish.
"This is a new Soviet leader who has a very contemporary style and a new view
of how he wants the Soviet Union to be perceived by the rest of the world,"
Brokaw observed. "He is terribly intellectual and articulate."
Brokaw said that after the interview, he gave Gorbachev a Navajo indian belt
buckle and a picture book entitled "A Day in the Life of America."
The Soviet leader was particularly pleased with the buckle, Brokaw said,
and recalled that Malcolm Baldrige, the late U.S. commerce secretary, had
given him a replica of a western belt buckle he won in a rodeo. Baldrige, who
visited Moscow in May 1985, died this past summer in a riding accident.
NBC brought in about 30 executives, editors and support staff members to help
with the Gorbachev interview, Brokaw said.
Gordon Manning, NBC consultant and former vice president, said NBC
Enterprises in New York planned to market the taping abroad, but he was unsure
when the interview would appear on television in Europe .
Manning visited Moscow regularly over the past two years in efforts to
arrange the interview.
CBS announced the previous week that the Soviets informally told the network
its request for an interview with Gorbachev was turned down because of its
coverage of the war in Afghanistan and a human rights question anchor Dan Rather
posed to to Gorbachev at a 1985 Paris news conference.
ABC meanwhile is still having discussions with the Soviets about an
interview.
NBC was high bidder for the 1980 Moscow Summer Olympics which the United
States boycotted because of the Soviet military intervention in Afghanistan.
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Company Briefs
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Nov. 14,1988 Reagan
Feb 19,1985
Kathy Shanahan
5,9,10
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Baldrige Award: Hard Work for High Honors
As Quality Issue Heats Up, So Does Competition for Prize Honoring It
showing positively. They viewed it
By Cindy Skrzycki
as a hopeful sign that companies re-
Washington Post Staff Writer
alize their limitations, and decided to
Robert Forrest didn't spend East-
work at improving themselves. The
er Sunday with his family. The Cor-
judges have been encouraged to
ning Glass Works vice president
keep their standards high and not
spent it instead with 13 fellow em-
feel pressured to pick the best of the
ployees, holed up in what has come
worst just for the sake of handing
to be known at Corning as the "war
out all six awards.
room," strategizing on how the com-
Those who have been instrumental
pany could win the Malcolm Baldrige
in setting up the program stress that
National Quality Award.
the standards are rigorous. Though
As the May 5 application deadline
privately some concede that the appli-
approaches, judges and administra-
cation, examination and judging pro-
tors of the government-initiated pro-
cess can't match the demands of the
gram estimate that nearly 100 com-
Deming, they say the objective of the
panies are preparing to jump the
U.S. award is different.
first hurdle to winning the award:
"The Deming has existed for
Preparing an exhaustive report-up
more than 35 years, ours for
to 75 pages for manufacturing and
months," said Curt Reimann, associ-
service companies-that probes
The Baldrige National Quality Award.
ate director for quality programs at
seven aspects of a company's effort
the Commerce Department's Na-
to improve quality.
American who brought modern man-
tional Institute of Standards and
"If you did everything in that out-
agement skills to Japan after World
Technology, which manages the
line, you would be a world-class
War H.
award program. "We are having a
company," said Forrest, whose team
But quality experts admit that
large and growing impact. Many;
has been working seven days a week
there is much confusion over what
many companies are using the [ap+
for the last month on the company's
quality really is and how to build it
plication] guidelines for self-assess
application.
into a company.
ment and many are entering the
Interest in the award and who
The number of applicants for the
competition for the value of the
wins it are indicators of how serious
award last year, the first time it was
feedback they hope to get."
American companies are about im-
given out, provides some indication
Companies that win the award
proving the quality of their goods
of just how far American companies
agree to share their strategies, thus
and services. The effort to improve
have to go to improve quality. In
spreading the gospel of quality im-
U.S. products is considered key to
short, few were called and even few-
provement.
battling foreign competition and
er were chosen.
"Our telephone never stops ring-
changing the perception of many
Overall, 66 companies thought
consumers who associate higher
they were good enough to apply. But
ing," said Richard C. Buetow, Moto-
rola's director of quality. "We proba-
quality with foreign-made goods.
only three survived the scrutiny of
The prize, and the months-long
on-site examiners and judges: Moto-
bly have dealt with 160 companies
process of applying for it, also is de-
rola Inc., the Commercial Nuclear
since the beginning of this year."
signed to set a national standard that
Fuel-Division of Westinghouse Elec-
The hope is that world-class com-
companies can strive for, much as
tric Corp., and Globe Metallurgical
petitors like Motorola will impart to
companies in Japan compete for that
Inc.
their disciples the idea that perfec-
country's coveted Deming Prize-
Nevertheless, the backers of the
tion should be the goal and top-to-
named for W. Edwards Deming, the
award chose to interpret the poor
See QUALITY, D6, Col. 1
WP
DI
2/18/89
D6 TUESDAY, APRIL 18, 1989
Companies Working Hard
For U.S. Quality Award
QUALITY, From D1
been decided whether Xerox will ap-
ply for the Baldrige Award.
bottom quality management the ap-
Florida Power & Light Co. in Mi-
proach.
ami believes it has come so far with
Many companies that take a close
the program it started eight years
look at their quality programs come
ago that it hopes to set a milestone in
to realize they have been taking a
the quality annals by being the first
temporary approach to improving
American company to win Japan's ul-
quality. Others mistakenly blame all
timate quality award, the Deming.
their problems on employees rather
"We're the only non-Japanese com-
than concentrating on improving all
pany that has ever applied," said Kent
aspects of the business.
Sterett, director of quality improve-
Armand V. Feigenbaum, a quality
ment at Florida Power & Light. "It
guru with an international consulting
surprised the Japanese a little bit and
practice, said, "The essence of total
it's a pretty major burden on them."
quality control is the recognition
Most companies undergo two to
that quality is a part of the organiza-
three years of painstaking prepara-
tion from the executive office to the
tion, often with Japanese counselors,
production floor."
before they even apply.
Xerox Corp., for example, has
But for those who have their sights
been at. it relentlessly for the last
on the Baldrige, which will be given
five years. Using an internal pro-
out in November, the philosophy is
gram called Leadership Through
that it's not the winning that's impor-
Quality, the company has lowered
tant, but getting in shape to go for the
manufacturing costs, narrowed re-
award.
sponse times on service calls and
"You can't lose on the Baldrige,'
dramatically cut the number of sup-
said Corning's Forrest. "If we test
pliers it uses.
ourselves and understand where WE
"It is absolute dog work," said Da-
have to improve, we're better for the
vid T. Kearns, chairman of Xerox
effort. I don't see how anyone can
Corp. He added that it has not yet
lose."
PRESS RELEASE
THE VICE PRESIDENT
OFFICE OF THE PRESS SECRETARY
FOR IMMEDIATE RELEASE
CONTACT: 202/456-6772
Sunday, July 26, 1987
STATEMENT BY THE VICE PRESIDENT
Mac Baldrige set the standard for excellence, decency
and integrity in public life. He was a tower of strength and
truly a man of honor.
Barbara and I extend our condolences and family love to
Midge and the family. I feel like I've lost a brother. I
really loved the guy.
Limpany
al.
remails-
1
204-2908