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A Comparative Analysis of Baldrige’s Core Values and Deming’s Principles


Deming’s 14 Points, the Deming Model of Quality Management, refers to management practices focusing on improving organizational outcomes. The model was founded by Edwards Deming, an American scholar in management, and has been an effective quality control method since the 1930s (Smith, 2021). On the other hand, the Baldrige Performance Excellence Framework was put forward to focus on overall organization performance and propagating best and highest-quality practices among organizations (“Core values,” n.d). This paper will explore how the Demings 14 Points and the Baldrige Performance Excellence Framework compare to determine which is more influential or effective in quality control.


Deming’s 14 Principles:

Demings 14 Points is a management technique that aims to improve performance quality among companies. It has a set of management practices which give a better direction to companies seeking high quality and productivity. The following is a short overview of The Deming’s 14 points:

  1. Create a constant purpose towards improvement: This involves establishing a clear vision to guide all actions and goals.
  2. Adopt the new philosophy: Embrace continuous improvement, quality, and customer satisfaction as the core principles.
  3. Stop depending on inspection: Focus on building quality from start to finish. Prioritize prevention over inspection, and inspections are unreliable and costly.
  4. Use one supplier for any one item: Quality depends on consistency. Your suppliers are your quality partners; encourage them to improve their quality.
  5. Improve constantly: Foster a culture of continuously improving your systems and processes. Promoting learning and innovation.
  6. On-the-job training: Provide training to employees so that they know what is expected at the workplace; this boosts consistency in quality and production.
  7. Implement leadership: Inspire accountability, collaboration, and trust. Understand your employees. Provide resources and support so that each worker can do their best.
  8. Eliminate fear: Provide a comfortable environment for your workers. They should be able to express their concerns and ideas and take risks without fear.
  9. Breakdown barriers: Promote consensus and collaboration. There should be cross-functional teamwork among departments.
  10. Eliminate unclear slogans: Be clear and precise about your expectations, outline what is expected of the workforce and allow them to do their job.
  11. Quality by quotas: Emphasize customer satisfaction and quality over numerical targets or high output.
  12. Encourage pride in artistry: Acknowledge individual employees’ dedication and excellence.
  13. Implement education and training: Training improves the current skills of workers; it prepares them to handle future changes and challenges better.
  14. Promote transformation: Inspire every individual to take one step towards quality.

Japanese businesses like Fuji, Sony, and Toyota applied Deming’s techniques and witnessed massive success. In the 1970s, the costs for their products lowered, and they were far ahead of most of their global competitors (“Dr. Demming,” n.d). The demand for products of these companies surged, and some were leading in the global market.

Baldrige’s 11 Core Values:

Baldrige is a framework that aims at helping organizations to improve outcomes, reach their goals, and become more competitive. The foundation of the Baldrige Framework includes a set of 11 core values and concepts, as highlighted below:

  1. System perspective: This value means fostering a culture where all the components of the organization work together to achieve a desired outcome, reach your mission, and improve overall performance.
  2. Visionary leadership: Leaders should set a vision for the organization and expectations for the workforce. They should also outline clear and precise organizational values and ethics.
  3. Customer-focused excellence: This value implies that organizations should focus on customer satisfaction. They should strive to ensure that the quality of their products and services meets the expectations of their clients.
  4. Valuing people: An organization should provide a favourable environment to its workers. Treat workers well and recognize their dedication and excellence.
  5. Agility and resilience: Agility is the capacity for organizations to change and adapt to the ever-changing work operations. Organizations can prepare for, anticipate, and recover from disasters through resilience. These can be achieved through fostering training and education for workers to improve their skills to handle tasks better and be prepared for future changes and challenges.
  6. Organizational learning: promoting continuous learning and training among workers to ensure sustainable improvement and transformation to gain a competitive advantage in the market.
  7. Focus on success and innovation: Organizations should focus on output quality and promote risk-taking to sustain ongoing and future success.
  8. Management by fact: This involves analyzing the organization’s internal and external performance to identify areas you can improve on for high quality and productivity.
  9. Societal contributions: To ensure society’s well-being, an organization can promote public health, safety, and protection of its immediate environment.
  10. Ethics and Transparency: Leaders should set ethics and values for the organization and clearly outline what is expected from the workforce.
  11. Delivering value and results: An organization should focus on the quality of the outcome; this propagates its growth and ensures trust from its clients.

The Baldrige Award is given to companies with a comprehensive framework for quality improvement; as a requirement, the companies are also expected to prove how the framework principles have helped improve their operations’ quality, performance, and productivity. Notable companies have applied these principles to their advantage. Midway USA, Mary Greeley Medical Center, and GBMC HealthCare are among many organizations which have received the Baldrige award for showcasing the best use of the Baldrige framework and its core values (“Core values,” n.d).


Baldrige’s 11 values and Deming’s 14 principles have distinctions and similarities in management. For instance, a shared principle between these two models is success; this is emphasized in training and education and customer satisfaction. Moreover, they encourage organizations to provide a favourable work environment to their workers, where they can share ideas and concerns and take risks without fear. Both models inspire accountability, collaboration, and trust by implementing good leadership.

However, there are a few notable differences between the two. Deming’s 14 principles focus on the production process, starting from the input to the outcomes, while Baldrige emphasizes the final products and outcomes. Furthermore, Demings notes that setting high expectations for the workers is redundant and ineffective (Montgomery, 2017). In contrast, Baldrige considers outlining expectations for staff as a sustainable practice to ensure quality improvement. Lastly, Deming prefers employee creativity, whereas Baldrige encourages a system where all organization components work together to ensure quality.

Deming vs. Baldrige in Promoting Quality

Based on the comparison, Demming’s 14 points principles appear to be the most effective and influential on quality management. If applied perfectly, these principles are set to get the best outcomes from employees by inspiring them to become the best versions of themselves professionally and deliver high-quality work. This model emphasizes valuing the dedication and excellence of individual workers; it encourages each worker to make a step towards high quality and productivity (“Dr. Demming,” n.d). Furthermore, Deming principles focus on building quality into the entire process from start to finish, unlike Baldrige which only looks at the final result success.


The essay has described and compared Deming’s 14 principles and Baldrige’s 11 core values and determined which of the two models is high quality. Deming’s principles focus on thorough quality throughout the production process, whereas Baldrige prefers the success of the result and overall system quality. Deming model stands out simply because it inspires employee creativity, equating to high performance.


Core values and concepts. (n.d). The National Institute of Standards and Technology. Web.

Dr. Demming’s 14 Points for Management. (n.d). The W. Edward Deming Institute. Web.

Smith, R. (2021). W. Edwards Deming, an influential statistician. Research-Technology Management64(5), 58-60.

Montgomery, D. C., & Borror, C. M. (2017). Systems for modern quality and business improvement. Quality Technology & Quantitative Management14(4), 343-352.


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