This document compares W. Edwards Deming's 14 key principles for management with Malcolm Baldrige's 11 core values and concepts, highlighting their importance in quality standards and total quality management. It emphasizes Baldrige's focus on continuous quality improvement and the significance of leadership in achieving organizational success. The document also outlines the historical impact of both figures on industry practices, particularly Baldrige's contributions during his tenure and Deming's influence on post-war Japan.

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Deming vs. Baldrige
Matthew Walker
Post University
BUS211 - Baldrige Principles and Introduction to Quality
Professor Melissa Fishman
May 17th, 2020

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Deming vs. Baldrige
In this piece, I will compare W. Edwards Deming's 14 Key Principles for Management
with Malcolm Baldrige's 11 Core Values and Concepts. Both Deming and Baldrige possessed a
deep concern and need for the implementation of quality standards and total quality management
for the ongoing success of any business. I will describe Malcolm Baldrige's 11 Core Values and
Concepts and Deming's 14 Key Principles for Management. I believe Baldrige's Core Values
speak to higher quality in comparison to Deming. Once during the remarks of a presentation at
the Malcolm Baldrige National Quality Awards, President Reagan once said, "American industry
is the class of world-class competition." He also stated, "America's economic strength depends
on industry's ability to improve productivity and quality, and to remain on the cutting edge of
technology, and that's why the Malcolm Baldrige National Quality Award is so important."
(Reagan Library, 2018). Baldrige's core values represent the highest quality of products. It comes
with the understanding that quality counts first, foremost, and always. Baldrige's values
emphasize that quality improvement is a never-ending process, a company-wide effort shared
with all employees.
Malcolm Baldrige
Malcolm Baldrige's life was cut short due to a rodeo accident in July 25th, 1987, in
California. Before his death, during his tenure as the Secretary of Commerce he played a pivotal
role in developing and carrying out the Reaganomics administration trade policy. Baldrige
resolved many complicated issues surrounding technology transfers with China and India.
Guided by his 11 Core Concepts and Values he successfully held the first Cabinet-level talks
with the Soviet Union that paved the way for increased access for United States companies and
businesses to the Soviet market. As a world leader, Baldrige surpassed his peers and

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distinguished himself in many ways as a world-class leader. Baldrige's Core values include the
following: 1.) Systems Perspective- managing all parts of the organization together as a cohesive
unit, 2.)
Visionary leadership- senior leaders must have the ability to think about or plan the future
with imagination or wisdom and set values and ethics, 3.) Customer Focused excellence-
customers must be at the heart of the organization, consider customer feedback and satisfaction,
4.) Valuing People- understand the importance of people and the benefits they bring to your
organization, care for them, 5.) Organizational Learning and Agility- continuously strive to
improve systematic measures and processes, set new goals, and be flexible for change, 6.) Focus
on success- acquire an understanding of short and long factors that can potentially affect your
organization, focus on long term success, 7.) Managing for Innovation- consistently look for
ways to improve the organization and the services provided, 8.) Management by Fact- analyze
and use concrete facts to measure or evaluate your business, use points to steer decisions, 9.)
Societal Contributions- be the person or company that others would follow, give back to the
community, 10.) Ethics and Transparency- be honorable in everything and all that you do. Senior
organizational leaders must set the example of behavior for others to follow, and 11.) Delivering
Value and Results- be an organization or business that offers value in the product or services
rendered, instill customer, and worker satisfaction.
W. Edwards Deming
W. Edward Deming was born on October 14th, 1900. He was a scholar and teacher of
many subjects, such as statistical variance and human psychology. He was also heavily involved
in the business as a consultant to major industries, governments, and business leaders. One of his
key achievements was enabling Japan to quickly bounce back into the forefront of the world

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economy during post World War Two. In the 1950s, he taught top Japanese managers and
engineers the methods to improved work productivity and information sharing. His efforts led to
a post-war industrial revolution in Japan (Deming Institute, 2020). The Deming 14 Key
Principles for Management are as follows: 1.) Consistently improve the product and service, to
become competitive and to stay in business, and to provide jobs, 2.) Adopt the new philosophy
relevant in the new economic age, learn responsibilities, and take on leadership for change, 3.)
Cease dependence on inspection to achieve quality. Eliminate the need for review on a mass
basis by building quality into the product in the first place, 4.) Do not award business on the
basis of price tag. Develop relationships built on loyalty and trust using a single supplier.
Gravitate towards a single supplier for any one item, on a long-term relationship of loyalty and
trust, 5.) Always seek to improve systems and productivity. 6.) On the job training is a must 7.)
Install organizational leadership. The leadership objective is to help others, equipments and
infrastructure do the job better. 8.) Eliminate fear, so the employees work more effectively for
the organization, 9.) Promote cross-talk amongst different teams, 10.) Get rid of cliché slogans
that unrealistically promote perfection. 11.) a. Eliminate work quotas on the factory floor and
Substitute leadership, 12.) Remove barriers that rob the hourly paid worker of his right to pride
in craft. The responsibility of supervisors must go away from sheer numbers to quality, 13.)
Incorporate challenging training programs and self-development, 14.) Motivate everyone within
the organization to be a part of the transformation; transformation is everyone's job (IFM
Management Technology & Policy, 2016).
Conclusion
Baldrige work is renowned for its excellence in leadership and business worldwide. His
principles are the framework for any organization that strives for excellence and increased

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performance. His beliefs were used worldwide as a catalyst to improve both small business and
global economic business practices. Today his methods live on, as they hailed as the global
standard for organizational success.
References
Simmons, M.L. (2020). U.S. Department of Commerce. Secretaries of Commerce,
https://www.commerce.gov/about/history/past-secretaries
Thomas, E. (2010). Baldrige Performance Excellence Program. Malcolm Baldrige Biography.
https://www.nist.gov/baldrige/how-baldrige-works/about-baldrige/history/malcolm-
baldrige-biography
Reagan Library. (2018, May 31st). President Reagan's Remarks at the Malcolm Baldrige National
Quality Awards. Retrieved from https://youtu.be/1Sg_6XSYI2c
Deming Institute. (2020). The W. Edwards Deming Institute. Deming The Man.
https://deming.org/deming/deming-the-man
IFM Management Technology & Policy. (2016). University of Cambridge. Deming's 14 points.
https://www.ifm.eng.cam.ac.uk/research/dstools/demings-14-points/