Abstract

Ten core values support the criteria of the Malcolm Baldrige National Quality Award. They are vital for optimization of performance in any organization. First, customer-driven quality requires that employees listen to and act on the demands of customers, both those who are not satisfied and those who are loyal. Second, continuous improvement and learning is the key to competitive advantage. Third, management by fact requires decision making based on good data and the training to use the data effectively. Fourth, employee participation and development put much of the decision making responsibility on the people who do the work. Therefore, employees must have access to data and be trained in decision making. Fifth, fast response requires improved work processes and removal of barriers that do not add value. Sixth, a long-range view of the future and measurable goals must follow from strategic planning. Seventh, internal and external partnerships are necessary for implementation of long-range goals. Eighth, corporate responsibility and citizenship provides safety for the public and engenders trust from employees. Ninth, a results focus allows proper allocation of resources while avoiding overanalysis of processes. Tenth, effective leadership provides guidance for the organization. Leaders who embrace these values will be visible role models. They will not overuse the word "quality," which can lead to mistrust among employees; it is better to set up an environment that motivates continuous improvement and learning. Leaders will be unbiased and avoid the not-invented-here syndrome when considering quality models for their organization. This article consists of excerpts from the author's book, Insights to Performance Excellence 1997 (ASQC Quality Press item H0969).