The Baldrige Criteria and Demings 14 Points 1. Statement of Purpose. Strategy development requires a mission and vision.

Commitment to aims and purposes by senior leaders is specifically addressed in the Leadership category and in enhancing customer satisfaction and relationships. 2. Learn the New Philosophy. Communication of values, expectations, customer focus, and learning is a key area of the rgani!ational Leadership item. ". Understand Inspection. #he $rocess %anagement category addresses the development of appropriate measurement plans. #he criteria seek evidence of ho& a company aims to minimi!e the costs associated &ith inspection. '. End Price Tag Decisions. #his is implicitly addressed throughout the $rocess %anagement category and in the criteria(s emphasis on overall performance and linkages among processes and results. ). Improve Constantly. Continuous improvement through organi!ational and personal learning and innovation are core values of the criteria. #he criteria specifically seek *ho& do you keep your +processes for . . . , current &ith business needs and directions- throughout. .. Institute Training. /tem ).2, 0mployee 0ducation, #raining, and 1evelopment, recogni!es the importance of training and employee development in meeting performance ob2ectives. 3. Teach and Institute Leadership. Category 1 is devoted exclusively to leadership, and it is recogni!ed as the principal driver of the management system in 4igure "... 5. Drive ut !ear and Innovate. #he 6uman 7esource 4ocus, Customer and %arket 4ocus, and Strategic $lanning categories focus on &ork design, empo&erment, and implementation issues that support this point. 8. ptimi"e the Efforts of Teams and Staff. #he criteria have a significant focus on team&ork and customer kno&ledge in product9process design and process management, as &ell as in the 6uman 7esource 4ocus category.

1:. Eliminate E#hortations. #he criteria seek evidence on ho& an organi!ation(s performance management system supports high performance &ork. Clearly, such a system transcends exhortations and motivational approaches. 11. Eliminate $uotas and %& ' Institute Improvement' and Understand Processes. #he rgani!ational Leadership and Strategy 1evelopment items, as &ell as the %easurement, ;nalysis, and <no&ledge %anagement and $rocess %anagement categories deal &ith fact=based management and understanding processes. 12. (emove &arriers. #he Leadership and 6uman 7esource 4ocus categories, as &ell as the Customer 7elationship >uilding items all support this goal. 1". Encourage Education. #his is addressed directly in the 0mployee 0ducation, #raining, and 1evelopment and 0mployee ?ell=>eing and Satisfaction items. 1'. Ta)e *ction. #his is the role of leadership, and is clearly addressed in the Leadership category. #he consistencies among 1eming(s 1' $oints and the >aldrige Criteria attest to the universal nature of quality management principles.