National Institute of Standards and Technology

Technology Administration

U.S. Department of Commerce

M ALCOLM B ALDRIGE

N ATIONAL Q UALITY A WARD

T E N Y EARS o f

B USINESS E XCELLENCE

for A MERICA

T E N Y EARS o f

B USINESS E XCELLENCE

for A MERICA
An agency of the U.S. Department of Commerce’s

Technology Administration, NIST’s primary mission is to promote U.S. economic growth by working with

industry to develop and apply technology, measurements, and

standards. It carries out this mission through four interwoven

programs:

$ a highly visible quality outreach program associated

with the Malcolm Baldrige National Quality Award that

recognizes continuous improvements in quality management by U.S. manufacturers, service companies, educational organizations, and health care providers.

$ Measurement and Standards Laboratories that provide

technical leadership for vital components of the nation’s

technology infrastructure needed by U.S. industry to continually improve its products and services; 

$ a rigorously competitive Advanced Technology

Program providing cost-shared awards to industry for

development of high-risk, enabling technologies with

broad economic potential; and

$ a grassroots Manufacturing Extension Partnership with

a nationwide network of local centers offering technical

and business assistance to smaller manufacturers.

In fiscal year 1998, NIST operated on a budget of about

$790 million with nearly 3,300 staff members at its sites in

Gaithersburg, Md., and Boulder, Colo. News and general

information about NIST programs are available at

www.nist.gov, or you can call inquiries at 301-975-NIST or

email: inquiries@nist.gov.
T E N Y EARS o f

B USINESS E XCELLENCE

for A MERICA

Since 1988, when the first Malcolm Baldrige National Quality Awards were presented to three companies, the Baldrige National Quality Program, managed by

the Commerce Department’s National Institute of Standards and Technology, has grown in

stature and impact. Today, the Baldrige program, the award’s criteria for performance excellence, and Baldrige award-winning companies are imitated and admired worldwide.

Following are some of the program’s 10-year highlights:

$ Called “the single most influential document in the modern history of American

business,” more than 1.7 million copies of the Baldrige criteria for performance excellence have been distributed. That number does not include the copies available in

books and from state and local award programs or from the World Wide Web. 

$ For the past four years, a hypothetical stock

index, made up of publicly traded U.S. companies

that have received the Malcolm Baldrige National

Quality Award, has outperformed the Standard &

Poor’s 500 by almost 3-to-1. 

$ With the October 1998 passage of legislation,

NIST will establish and manage Baldrige awards for

performance excellence for education organizations

and health care providers. They will be eligible to

apply for the Baldrige award in 1999.

$ State and local quality programs—many 

modeled after the Baldrige program—have grown

from fewer than 10 in 1991 to over 50 in 1997.

Forty-four states currently have programs, and that

number is expected to grow.
$ Internationally, 42 quality programs are in operation. Most are modeled after the

Baldrige program, including one established in Japan in 1996.

$ Many other organizations, including the United Way, trade associations, government

agencies, and companies have created their own award

programs based on the Baldrige.

$ Since 1988, 684 applications have been submitted

for the Baldrige award from a wide variety of types and

sizes of companies.

$ Since 1991, applications for state quality awards

have grown dramatically each year. In 1991, state programs collectively received 111 applications; in 1997

that number was 974.

$ Award recipients host more than 350 Baldrigerelated visits each year. Since 1988, these sessions have

been attended by more than 30,000 people. 

$ Collectively, the award recipients, examiners, and the

NIST staff have given more than 50,000 presentations

at conferences worldwide. 

$ Since 1988, about 12,000 people have attended the

annual Quest for Excellence conference, featuring the year’s Baldrige award recipients. 

$ Over its 10 years, the Baldrige program has trained close to 1,800 examiners. In

1997 alone, the state programs trained more than 2,400 examiners.

$ The Baldrige program has a 10-year history of solid support from the White House,

Congress, and a wide network of organizations in the private sector.

The Malcolm Baldrige

National Quality

Award, which highlights

customer satisfaction,

workforce empowerment

and increased productivity, has come to 

symbolize America’s

commitment to excellence.

-PRESIDENT WILLIAM J. CLINTON
B ALDRIGE N ATIONAL

Q UALITY P ROGRAM

M ore than 30 years ago, noted American quality leader Joseph M. Juran predicted that a focus on quality would help turn Japan into an economic powerhouse. His warning went unheeded by many industrialized nations,

including the United States. But his prediction proved true. By the

1980s, many industry and government leaders in the United

States saw the handwriting on the wall: “Get quality or lose the

race.”

In 1987, jumpstarting a small, slowly growing U.S. quality movement, Congress established the Malcolm Baldrige

National Quality Award and the Baldrige National Quality

Program to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful strategies. 

Now considered America’s highest honor for business excellence, the Baldrige award is

presented annually to U.S. companies by the President of the United States. Awards may be

given in each of three categories: manufacturing, service, and small business. The Commerce

Department’s National Institute of Standards and Technology (NIST) was selected by

Congress to design and manage the Baldrige award and program because of its long-standing

role in helping U.S. companies compete, its world-renowned expertise in quality control and

assurance, and its reputation as an impartial third party. 

While the award is the centerpiece, the broader Baldrige National Quality Program is

helping not only award applicants but many other American businesses and organizations

become more competitive and higher performers. “The Malcolm Baldrige National Quality

Award is playing a vital role in helping the United States gain the edge in a fiercely competitive global marketplace,” said Secretary of Commerce William Daley.

Now, other countries, including Japan, are emulating this American program. In a recent

letter to Secretary Daley, the chairman of the newly established Japan Quality Award committee said, “As the Malcolm Baldrige National Quality Award celebrates its first decade, the

major contribution that it is making to United States business practices and to the continued

vitality and growth of the economy is becoming increasingly clear. The 31 companies recognized with awards provide models of leadership ... both in the United States and overseas.” 
But, the competitive race is never ending. More companies worldwide are beginning to

understand that quality and performance excellence in all they do is a powerful competitive

advantage. To attain and retain market leadership in the next century, U.S. companies will

have to be even more flexible and creative, with a long-range view of the future and improvement always in their sights. 

The Baldrige program at NIST is well-positioned to act as a focal point and education

resource to help American businesses and other organizations respond quickly and effectively

to the challenges of the 21st century.

M ORE T HAN a C ONTEST ,

M ORE T HAN “TQM”

The Baldrige program is not the latest management “flavor of the month”; nor is it a

fad. Celebrating its 10th year, the Baldrige National Quality Program and the award’s performance excellence criteria are recognized worldwide as a powerful way to help any organization improve performance across the board. 

In particular, the Baldrige criteria for performance

excellence have played a valuable role in helping U.S.

organizations improve. Gordon Black, chairman and

chief executive officer of Harris/Black International Ltd.,

recently said the publication containing the Baldrige criteria is “probably the single most influential document in

the modern history of American business.” 

Seven broad categories make up the criteria: leadership, strategic planning, customer and market focus,

information and analysis, human resource focus, process

management, and business results. Now accepted both in

the United States and abroad as the standard for improving performance, the Baldrige criteria provide a clearly

marked path toward excellence that any organization can

follow. “The criteria are designed to help companies

improve their performance and enhance their competitiveness by focusing on two goals: delivering ever

The Malcolm Baldrige

National Quality Award

is playing a vital role in

helping the United

States gain the edge in 

a fiercely competitive 

global marketplace.

-SECRETARY OF COMMERCE

WILLIAM DALEY
improving value to customers and improving overall organizational performance,” said Harry

Hertz, director of the Baldrige National Quality Program at NIST. 

They are used by thousands of organizations of all kinds for self-assessment and training

and as a tool to develop performance and business processes. More than 1.7 million copies

have been distributed since the first edition in 1988, and wide-scale reproduction by companies and electronic access add to that number significantly. A report, Building on

Baldrige: American Quality for the 21st

Century, by the private-sector Council on

Competitiveness, said, “More than any other

program, the Baldrige Quality Award is

responsible for making quality a national

priority and disseminating best practices

across the United States.” 

Whether they intend to apply or not,

many companies assessing their performance

against the Baldrige criteria are improving their competitive advantage, productivity, and customer and employee satisfaction and are achieving stronger financial performance and overall

business results. 

Since a team of outside experts reviews all applications for the award, going through this

process brings even greater benefits than self-assessment using the award criteria. To apply,

companies must submit details of company processes, business results, achievements, and

improvements in answer to questions in the criteria. (Since many applications contain proprietary information, applications are kept confidential.) While there is a fee—$4,500 for

large firms and $1,500 for small companies (under 500 employees)—many businesses think

the price of applying is well worth the money. All applicants receive 300 to 1,000 hours of

review and a detailed feedback report on the company’s strengths and opportunities for

improvement from business and quality experts on the award’s mostly private-sector Board of

Examiners.

“The application and review process for the award is the best, most cost-effective, and

comprehensive business health audit you can get,” said Arnold Weimerskirch, former chair,

Baldrige award Panel of Judges, and vice president of quality, Honeywell, Inc.

Just as the Baldrige program urges organizations constantly to improve, the criteria and

the program are reviewed annually with that same goal in mind. A wide range of stakeholdSolectron Corporation, Malcolm Baldrige National

Quality Award Recipient, 1997 and 1991
ers—the private-sector award examiners; the business community, including business school

leaders; companies that have applied for the award; and members of leading trade and professional associations—provide advice on improvements. As a result, NIST has revised and

streamlined the criteria to focus more sharply on overall performance excellence and a full

composite of business results as integral parts of today’s management practice.

A CHIEVING the G OAL

“The Baldrige public/private partnership has accomplished more than any other program in revitalizing the American economy,” said Barry Rogstad, president of the American

Business Conference and chairman of the Board of Overseers for the Baldrige program, at a

congressional hearing in March 1998. 

The annual federal investment of about $3 million to help NIST manage the program

is leveraged by over $100 million of private-sector contributions, including more than $10

million raised by private industry to help launch and maintain the program and the time

and effort volunteered by thousands, largely from the

private sector. The 1999 appropriation for the

Baldrige National Quality Program is $4.9 million,

which includes $1.8 million for new award categories

for education and health care.

The cooperative nature of this joint privatesector/government effort is perhaps best captured by

the Baldrige program’s Board of Examiners. Each

year, approximately 300 experts from industry, nonprofit organizations, and governments at all levels,

volunteer thousands of hours reviewing applications

for the award, conducting site visits, and providing

each applicant with an extensive feedback report citing strengths and opportunities to improve. In addition, board members give thousands of presentations

on quality improvement, performance excellence, and the Baldrige program. “There is prestige and pride associated with being a Baldrige examiner. You gain external recognition and

validation while contributing to a national program that seeks to improve U.S. competitiveness in all sectors,” said Roberto Saco, regional quality officer, American Express TRS

Company, and a Baldrige award senior examiner. 

The Baldrige public/

private partnership has

accomplished more than

any other program in

revitalizing the 

American economy.

-BARRY ROGSTAD, PRESIDENT OF THE

AMERICAN BUSINESS CONFERENCE
The 31 award-winning companies (including one that has won twice) also have taken

seriously their charge to be performance improvement advocates, sharing their strategies and

serving as role models to thousands of companies and organizations throughout the country

and around the world. Their efforts to educate and inform other companies and organizations on the benefits of using the Baldrige performance excellence framework and criteria have far

exceeded expectations. To date, the award recipients

have given approximately 30,000 presentations, 

reaching thousands of organizations.

Other private-sector groups that are instrumental

to the success of the Baldrige program include the

Foundation for the Malcolm Baldrige National

Quality Award, a non-profit organization of U.S.

companies that raised $10.4 million to endow the

award permanently, and the Board of Overseers, a 

private-sector board that reviews the progress of the

program and reports its findings and recommendations to the Secretary of Commerce and the director

of NIST. Also, the American Society for Quality, a

professional, non-profit association, assists NIST with

administering the application review process, 

preparation of publications, and information transfer.

The award recipients have proven that any U.S.

business, large or small, service or manufacturing, in

any sector of the economy, can use the performance

excellence principles embodied in the Baldrige criteria to improve the way it does business.

While the Baldrige improvement process cannot guarantee success, it can lead to outstanding returns, both for individual companies and the country. 

Studies by NIST, universities, and government and business organizations have found

that incorporating the Baldrige performance excellence concepts pays off in increased 

productivity, satisfied employees and customers, and improved profitability—both for the

companies and investors. “We didn’t apply the [Baldrige] concepts ... to win an award. We

did it to win customers. We did it to grow. We did it to prosper,” says Earnest Deavenport,

chairman and CEO, Eastman Chemical Company (1993 Baldrige award recipient). 

To compete and win in 

the international arena,

U.S. companies are 

simply going to have to

offer products and services

that are world-class. 

That is the purpose

behind this award, and it

is a national purpose.

-PRESIDENT GEORGE BUSH
For the fourth year in a row, the hypothetical “Baldrige Index” has outperformed the

Standard & Poor’s 500 by almost 2.5-to-1. The “Baldrige Index” is made up of publicly 

traded U.S. companies that have received the Baldrige award. 

In a recent study of 600 quality award-winning firms (Baldrige winners, state award

winners, and others) and a

control group, professors

Vinod Singhal of the Georgia

Institute of Technology and

Kevin Hendricks of the

College of William and Mary

found that the awardwinning companies significantly outperformed the control group in many aspects of their businesses, including the

value of their common stock, operating income, sales, return on sales, and asset growth.

B ALDRIGE A ROUND the C OUNTRY

and A ROUND the W ORLD

Working with state and local governments and business groups, NIST has helped build

the nodes of a network to spread the Baldrige award philosophy throughout the United

States. In 1991, fewer than 10 state and local quality awards existed. Now, 44 states have

award programs, and most are modeled closely after the Baldrige award. For many companies, especially smaller firms, these award programs provide education and encouragement,

helping them to better understand the concepts of performance excellence before they consider applying for the national Baldrige award. In 1991, state programs collectively received

about 110 applications. In 1997, that number climbed to almost 1,000. In the past two

years, seven of eight recipients of the Baldrige award have won at the state level. 

In becoming a model for programs in the United States and around the world, the

Baldrige program has helped put this country at the forefront of global leadership in quality

and is helping U.S. companies gain and sustain a competitive edge internationally. More

than 40 international quality award programs have been established, most within the past

several years. Most resemble the Baldrige program, including one launched by Japan in

1996. Several U.S. companies with overseas operations have won quality awards in Europe,

Singapore, Australia, and elsewhere around the world.

COMMON STOCK COMPARISON OF S&P 500 TO

1988-1996 PUBLICLY TRADED AWARD RECIPIENTS

$ INVESTMENT VALUE-12/1/97 % CHANGE

1988-1996

AWARD RECIPIENTS 7,496.54 34,653.41 362.3%

S & P 500 7,496.54 18,613.28 148.3%
B ALDRIGE B EYOND B USINESS

Leaders in other sectors vital to the U.S. economy, especially education and health care,

increasingly are realizing that they too must adopt the same tough performance excellence

standards as business. “The Malcolm Baldrige National Quality Award has stimulated continuous improvement and breakthrough performance in many organizations. The award criteria provide a well-tested approach to help achieve higher levels of excellence. Health care

organizations could benefit from applying its rigorous criteria in their efforts to improve

quality, lower costs, and better serve patients,” says Robert R. Waller, president and CEO,

Mayo Foundation, and a member of the Board of Directors of the Malcolm Baldrige

National Quality Award Foundation.

Many organizations, including the Presidential Advisory Commission on Consumer

Protection and Quality in the Health Care Industry and the National Commission on the

Cost of Higher Education, have recommended that Baldrige award categories be established

to include all educational and

health care organizations. The

state of New Jersey in 1998

passed a law allowing the

Baldrige criteria to be used as

an alternative to the state’s

compliance-oriented monitoring requirements.

With the October 1998

passage of legislation, NIST

will establish and manage

Baldrige awards for performance excellence for education

organizations and health care providers. These organizations will be eligible to apply for the

Baldrige award in 1999.

“I am delighted that education and health care organizations now will be full partners

in the Baldrige National Quality Program, including applying to receive the Baldrige award

and sharing best practices with schools and health care providers around the country,” said

Commerce Secretary Daley in announcing the new award categories.

In May 1997, the foundation began a $15 million fund drive to raise an endowment to

help NIST establish and manage an award program for these two sectors. 

STATE PROGRAM GROWTH

45

40

35

30

25

20

15

10

5

0

1991 1992 1993 1994 1995 1996 1997 1998

43 44

42

37

29

19

12

8

Note: Some states have more than one state program.
B ETTER L INKS to S MALL

B USINESS

While the Baldrige program has proven that any U.S. company can improve its business performance by investing in the Baldrige performance excellence approach, NIST is

putting a special emphasis on strengthening awareness of the Baldrige program and criteria

among smaller businesses. As demonstrated by Baldrige award small business winners, these

companies can reap great benefits by implementing the Baldrige framework. In recent years,

the program has made progress in reaching these smaller companies, but the sheer number

demands a greater effort.

One promising way to tap into the nation’s small and mid-sized companies is through

the Manufacturing Extension Partnership, another

NIST-managed program. NIST’s MEP is a nationwide network of centers providing services to smaller manufacturers in all 50 states and Puerto Rico.

Through MEP, manufacturers have access to more

than 2,000 manufacturing and business “coaches”

whose job is to help firms make changes that lead

to greater productivity, increased profits, and

enhanced global competitiveness. In surveys of

MEP clients, quality management and improvement are among the most requested areas for 

assistance. 

A variety of steps are being taken to reach these

smaller firms. A Baldrige expert is working with

directors of the locally managed MEP centers to

inform and educate them about the benefits for

smaller manufacturers. Also, MEP centers are

using a Baldrige-based system to evaluate their

operations, and several MEP field engineers are members of the award’s Board of

Examiners. NIST also is partnering with groups such as the Association of Small Business

Development Centers to reach the nation’s smaller businesses. 

Custom Research, Inc., Malcolm Baldrige

National Quality Award Recipient, 1996
T H E F UTURE

In large part because of the Baldrige National Quality Program, a common language for

performance improvement and a basis for sharing successes and techniques now exist. New

networks are being created, many at the state and local levels, to help stimulate interest, and

new links are being formed among numerous and diverse organizations. 

Yet much remains to be done. During the next

decade, NIST and its private-sector Baldrige partners will be working to transform this proven program into a broader effort, spreading its performance excellence tools and discipline throughout

many sectors of the economy. The Baldrige program

may well be the best leveraged effort in the entire

federal government. Extending its capabilities would

have enormous positive results for the nation’s economy, competitiveness, and quality of life.

For further information, contact Harry Hertz,

director of the Baldrige National Quality Program,

or Barry Diamondstone, deputy director, 

100 Bureau Drive, Stop 1020, NIST, 

Gaithersburg, Md. 20899-1020, (301) 975-2036,

fax: (301) 948-3716, e-mail: nqp@nist.gov.

Information also is available on the Baldrige web

site at www.quality.nist.gov.

The Malcolm Baldrige

National Quality Award

... offers a vehicle for

companies, large and

small ... to examine their

own approaches to 

quality. It offers 

companies a standard

with which to compare

their own progress to that

of the country’s very best.

-PRESIDENT RONALD REAGAN
3M Dental Products Division-1997

ADAC Laboratories-1996

Ames Rubber Corporation-1993

Armstrong World Industries, Inc., 

Building Products Operations-1995

AT&T Consumer 

Communications Services-1994

AT&T Network Systems Group, 

Transmission Systems 

Business Unit-1992

AT&T Universal Card Services-1992

Cadillac Motor Car Company-1990

Corning Incorporated, 

Telecommunications 

Products Division-1995

Custom Research, Inc.-1996

Dana Commercial Credit 

Corporation-1996

Eastman Chemical Company-1993

Federal Express Corporation-1990

Globe Metallurgical, Inc.-1988

Granite Rock Company-1992

GTE Directories Corporation-1994

IBM Rochester-1990

Marlow Industries, Inc.-1991

Merrill Lynch Credit Corporation-1997

Milliken & Company-1989

Motorola, Inc.-1988

Solectron Corporation-1997 & 1991

Texas Instruments Incorporated, 

Defense Systems & 

Electronics Group-1992

The Ritz-Carlton Hotel Company-1992

Trident Precision Manufacturing, Inc.-1996

Wainwright Industries, Inc.-1994

Wallace Company, Inc.-1990

Westinghouse Electric Corporation, 

Commercial Nuclear Fuel Division-1988

Xerox Business Services-1997

Xerox Corporation,

Business Products and Systems-1989

Zytec Corporation-1991

1988-1997 

B ALDRIGE A WARD R ECIPIENTS

Xerox Business Services, Malcolm Baldrige National

Quality Award Recipient, 1997
C URRENT O VERSEERS

and J UDGES

O VERSEERS

Anna Ball

Ball Horticulture Company

William K. Brandt

Impact Planning Group

Kenneth R. Dabrowski

Ford Motor Company

Freeman A. Hrabowski, III

University of Maryland

Baltimore County

Roberts T. Jones

National Alliance of Business

David Kearns

New American Schools 

Development Corporation

Joel D. Marvil

Ames Rubber Corporation

Gaylord E. Nichols, Jr.

California Institute of Technology

Barry K. Rogstad

American Business Conference

Mary Jean Ryan, FSM

SSM Health Care System

James E. Sierk

Iomega, Inc.

B. Joseph White

University of Michigan

J UDGES

P. George Benson

University of Georgia

Kenneth G. Best

The Best Performance Group

Richard Y. Chang

Richard Chang Associates, Inc.

Gary D. Floss 

Medtronic, Inc.

Christopher S. Forman

Pacific Theatres Corporation

Kathleen Herald-Marlowe

Exxon Research & Engineering

Louise Liang

Group Health Cooperative of Puget Sound

David F. Quattrone

Indian Hill School District

James A. Stahley

Unisys Corporation
F. Duane Ackerman

Chairman, President & CEO

BellSouth Corporation

Roger G. Ackerman

President & CEO

Corning Incorporated

Paul A. Allaire

Chairman & CEO

Xerox Corporation

Richard Antoine

Senior Vice President, Human Resources

The Proctor and Gamble Company

C. Michael Armstrong

Chairman & CEO

AT&T

Robert Baldridge

Past President

Roberts Mills, Inc.

Riley P. Bechtel

Chairman & CEO

Bechtel Group, Inc.

Robert H. Benmosche

Chairman, President & CEO

Metropolitan Life Insurance Company

Michael R. Bonsignore

Chairman & CEO

Honeywell Inc.

James L. Broadhead

Chairman & CEO

Florida Power & Light Company

M. Anthony Burns

Chairman, President & CEO

Ryder System, Inc.

G. Wayne Clough

President

Georgia Institute of Technology

Vance D. Coffman

CEO & Vice Chairman

Lockheed Martin Corporation

Jeffrey H. Coors

President

ACX Technologies, Incorporated

Don H. Davis

CEO

Rockwell Internationl Corporation

Earnest W. Deavenport, Jr.

Chairman & CEO

Eastman Chemical Company

Robert Eaton

CEO

Chrysler Corporation

Thomas J. Engibous

President & CEO

Texas Instruments Incorporated

George M.C. Fisher

Chairman & CEO

Eastman Kodak Company

Donald V. Fites

Chairman & CEO

Caterpillar Inc.

F OUNDATION D IRECTORS

and T RUSTEES
Christopher B. Galvin

Chief Executive Officer

Motorola, Inc.

Louis (Lou) V. Gerstner, Jr.

Chairman of the Board

IBM Corporation

Samir G. Gibara

Chairman, President & CEO

The Goodyear Tire & Rubber Company

Harvey Golub

Chairman & CEO

American Express Company

Joseph T. Gorman

Chairman & CEO

TRW Inc.

John J. Hudiburg

Former Chairman

Florida Power & Light Company

Michael H. Jordan

Chairman & CEO

CBS Corporation

Harry P. Kamen

Chairman & CEO

Metropolitan Life Insurance Company

Kent Kresa

Chairman, President & CEO

Northrop Grumman Corporation

John A. Krol

Chairman

E.I. du Pont de Nemours and Company

Ralph S. Larsen

Chairman & CEO 

Johnson & Johnson

Vernon R. Loucks, Jr.

Chairman & CEO

Baxter International Inc.

J.W. Marriott, Jr.

Chairman & CEO

Marriott International, Inc.

Arthur C. Martinez

Chairman & CEO

Sears, Roebuck and Company

Sanford N. McDonnell

Trustee Emeritus

Roger Milliken

Chairman & CEO

Milliken & Company

H. Richard Nesson

Senior Consultant

Partners HealthCare System, Inc.

Koichi Nishimura

Chairman, President, and CEO

Solectron Corporation

Frank P. Popoff

Chairman of the Board, President, & CEO

The Dow Chemical Company

John S. Reed & Sanford Weill

Co-Chairmen & CEOs

Citigroup

George A. Rizzo

President

Exxon Chemical Americas

Ivan Seidenberg

Vice Chairman, President & Chief

Operations Officer

Bell Atlantic Corporation
Harry Hertz

Director

Barry Diamondstone

Deputy Director

Dan Barton 

Mary Bostwick

Jackie Calhoun

Jenny Davis

Bob Fangmeyer

Lanse Felker

Michelle Fouche

Cap Frank

Dennis Gilbert

Bonnie Haegele

Faith Harper

Geneva James

Jan Juras 

Scott Kurtz

Jennifer Miff

Beth Neely

Jane Poulter

Sue Rohan

Kim Schetrompf

Barbara Silcox

Debbie Smyth

Kristine Tyeryar

Barbara Uglik

Joan Ward

Frederick W. Smith

Chairman, President & CEO

Federal Express Corporation

John F. Smith, Jr.

Chairman, CEO & President

General Motors Corporation

Alex J. Trotman

Chairman, President & CEO

Ford Motor Company

Harold A. Wagner

Chairman, President & CEO

Air Products and Chemicals, Inc.

Robert R. Waller

President & CEO

Mayo Foundation

Arnold R. Weber

President Emeritus

Northwestern University

NIST’ S N ATIONAL Q UALITY

P ROGRAM T EAM M EMBERS

The Baldrige National Quality Program at NIST oversees all of the Baldrige Quality

Award processes and events. The program’s staff of 26 people work on six teams: 

management team, administrative support/electronic information team, document production team, examiner staff and development team, leverage team, and award

process team. Team members can be

reached at (301) 975-2036 or by e-mail

at nqp@nist.gov. Information on the

teams also is available on the World Wide

Web at http://www.quality.nist.gov/

nqpstaff/nqp-all.htm.
U.S. DEPARTMENT OF COMMERCE

William M. Daley, Secretary

TECHNOLOGY ADMINISTRATION

Gary Bachula, Acting Under Secretary for Technology

NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY

Raymond G. Kammer, Director

Any mention of commercial products is for information

only; it does not imply recommendation or endorsement by

the National Institute of Standards and Technology nor does it

imply that the products mentioned are necessarily the best

available for the purpose.

NOVEMBER 1998