Edward Deming Vs. Malcolm Baldrige
Malcolm Baldrige and Edward Deming can compare to each other in many ways, but they also are vastly different. Baldrige has 11 care values, and Deming has 14 Principles. Deming is known for his contribution to Japan’s quality journey, whereas Baldrige is known for his contributions to the United States quality journey. While both are American born, both have different ideologies.
As stated above, Deming has 14 principles. His first is to create constancy of purpose for improving products and services. He felt this was necessary to gain stability in markets and be competitive. The second was to adopt the new philosophy. With the new technology being created constantly, businesses must be able to adapt to the ever-changing technology and customer’s needs; any other way they will stay extinct in the market. The third is to cease dependence on inspection to achieve quality. Quality is not reactive, but is proactive, in order to save time and money.
Deming’s fourth principle is to end the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. Quality and being able to adhere to a schedule should be the basis of supplier management. Relationships that will last and partnerships form from satisfying expectations that where agreed upon when it comes to Quality and schedules and on cost. The fifth principle is to improve constantly and forever every process for planning, production, and service. The key to success is today’s business is continuous improvement. Instituting on the job training is the sixth principle. You cannot achieve any form of success by ignoring training.
Edward Deming’s seventh principle was to adopt and institute leadership. The key part of leadership is guiding and mentoring employees. Driving out fear is the eighth principle. By driving out fear, the organization will be bringing in more efficiency and creativity. The ninth principle is breaking down barriers between staff areas. If there is any barrier between a department, it can lead to failure.
The tenth principle is to eliminate slogans, exhortations, and targets for the workforce. Motivate your employees instead to work towards a long-term goal. The eleventh principle is eliminating numerical quotas for the workforce and numerical goals for management. It suggests motivating your employees instead to work towards a long-term goal again. His number twelve principle is to remove barriers that rob people of pride of workmanship and eliminate the annual rating or merit system. This would give no one a reason to want to work hard at work for annual bonuses, because they aren’t getting one anyways. The thirteenth one is to institute a vigorous program of education and self-improvement for everyone, which will not go over well in America. The last principle is put everybody in the company to work accomplishing the transformations. The transformations objective is owned by everyone, and therefore no one can slack.
Baldrige has 11 core values, which was also stated above. The first of which is the systems perspective. Systems perspective means successfully managing a whole organization and all its components. The second is visionary leadership, which means to guide in the creation of strategies, systems, and methods to ensure ongoing organizational success. It also leads the organizations in setting and owning organization vision and values. The third is customer-focused excellence. Your customer is ultimately your greatest judge of quality and performance. So, you must provide excellent performance when it comes to customer satisfaction.
The fourth is valuing people, meaning a successful organization values the members of its company and the other members who have stake in the company who are affected by their actions. The fifth is agility and resilience. Agility requires a capacity for rapid change, and resilience is the ability to recover from. The sixth is organizational learning, which includes continuous improvement and innovation. Focusing on Success and Innovation is the seventh of the core value, which means making needed changes to your product, services, etc., with the purpose to create new value to stakeholders.
Management by fact is the eighth core value, which requires you to analyze and measure your organizational performance. The ninth is societal contributions, which should be role models to the communities for the well-being of others. The tenth is ethics and transparency. Your company should stress ethical behavior and should always have open communications about such. The last core value is delivering value and results. Your company should choose and analyze data that helps your company, then deliver it to stakeholders.
There are clear differences, and clear similarities between the two. Deming’s principles would work well in Japan, as they have, but will not work well in The United States. Baldrige is still the clear choose for the United States. His core value’s are just unmatched.