Thoughtful leaders in the private and government sectors recognized that strategic planning for quality and quality improvement programs, through a commitment to excellence in manufacturing and services, were becoming more and more essential to the well-being of the US economy and our ability to compete effectively in the global marketplace.

It was decided that a national quality award program would help improve quality and productivity. By helping to stimulate American companies to improve quality and productivity for the pride of recognition, they would reap the benefits of a competitive edge -- increased profits.

The Malcolm Baldrige National Quality Award was signed into law on August 20, 1987. The Award is named for Malcolm Baldrige, who served as Secretary of Commerce and whose managerial excellence contributed to long-term improvement in efficiency and effectiveness of government. The principal support for the program comes from the Foundation for the Malcolm Baldrige National Quality Award, established in 1988.

The Malcolm Baldrige National Quality Award recognizes the achievements of those companies that improve the quality of their goods and services and providing an example to others. Typically, the President of the United States presents the award, an indication of its importance to both government and industry.

During the 1980s, the business environment became more complicated and more competitive. Customers demanded higher quality and were positioning themselves to cut their supplier base to a more manageable resource. In response, Ames adopted a process called "Excellence Through Total Quality" which was based on the Xerox process, "Leadership Through Total Quality." Ames reorganized its manufacturing organization in 1989 using the Total Quality Process to redefine the approach to satisfying customers.

The process involved every level of the organization, and paid enormous benefits to customers in product quality, cost, delivery and service.

The program required that 24 hours of problem solving and quality improvement training be delivered to every employee. A recognition and reward system was established to recognize the quality improvement efforts and the results of those efforts. Then company president Joel Marvel went on record that "No Ames employee will loose their job due to a quality improvement.”

In an effort to more firmly establish and reinforce the Total Quality Management principles and practices, Ames pursued application for the 1992 award but did not become a finalist. An executive decision was made to try one more time, and with renewed vigor and enthusiasm. This time they were a winner.

The 1993 awards were presented to Ames as the winner in the small business category, and Eastman Chemical for the large business category by President Bill Clinton. More than 60 Ames employees were invited to attend the festivities in Washington, D.C.

Over ten years has gone by since Ames received the award. The beautiful Stuben crystal award is still prominently displayed and Ames employees are still very proud to have played a significant role in the process that truly changed the face of things at Ames.

An important side benefit for Ames was that the work to earn the award provided a solid foundation for gaining ISO 9000 registration, vital for international business expansion. And, of course, the company continues to receive inquiries from companies interested in the award process as well as companies looking for help with specific quality improvement initiatives.

For information on how to apply for the Malcolm Baldrige National Quality Award, click here http://www.quality.nist.gov/index.html.