Good Essay About The Baldrige Principles

The Baldrige Principles is a set of categorised questions developed by Malcolm Baldrige. They are used by companies as a guideline for evaluating performance, quality systems and organizational management. On the other hand, Deming’s 14 Points of management were developed by W. Edwards Deming. The points are aimed at transforming an organization’s management and business quality.
The two models are similar in a number of issues that they emphasise in quality management. One example is the human resource development or training of staff members. Both models of quality management also emphasise on the role of leadership and management as key to achieving quality. Another common feature is the emphasis on customer satisfaction enhanced through good communication. In addition, both systems also agree on the need of having clear set objectives and consistent purpose to achieve the goals.
One major difference in both sets is that Deming’s 14 points describes the procedures to achieve quality. On the other hand, the Baldrige Principles focus on the end results and not on the procedures. Another key difference is noted as Baldrige criteria emphasises the need to revise the set targets periodically and adjust them to improve quality management. In contrast, the Deming’s 14 points emphasise the need to eliminate slogans and targets because they seem to affect workers negatively. Baldrige criteria go a step further to address modern management practices such as delegation, unlike its counterpart. Notably, the Deming points focus solely on the management level while Baldrige principles seeks to examine other departments as well as management.
Despite the contrast in differences, both the Baldrige principles and the Deming’s 14 points are useful to companies that try to achieve total quality management. Although unique in structure, the two systems can complement each other to achieve quality management. However, the Baldrige principles are more preferred because they employ a holistic approach to the company departments.