【正文】 your anization’s past success, when you turn these pages, you turn the corner toward performance excellence. If you want more information, contact me at . Need some useful tools to meet the Baldrige Challenge? Try Using ? Getting Started with the Baldrige National Quality Program ? EBaldrige Organizational Profile found on our Web site at ? Are We Making Progress? and soon, Are We Making Progress as Leaders? Contact the Baldrige National Quality Program or visit our Web site for these and other educational materials. Baldrige National Quality Program ? NIST ? Administration Building, Room A600 ? 100 Bureau Drive, Stop 1020 Gaithersburg, MD 208991020 ? Telephone (301) 9752036 ? Fax (301) 9483716 ? Email: Web site: THE QUEST FOR EXCELLENCE The Quest for Excellence XVI Conference Each year, The Quest for Excellence, the official conference of the Malcolm Baldrige National Quality Award, provides a forum for Baldrige Award recipients to share their exceptional performance practices with worldwide leaders in business, education, health care, and notforprofit anizations. The Quest for Excellence XVI will showcase the year 20xx Award recipients. For the last 15 years, executives, managers, and quality leaders have e to this conference to learn how these role model anizations have achieved performance excellence. CEOs and other leaders from the Award recipient anizations give presentations covering all seven Categories of the Baldrige Criteria, their journey to performance excellence, and their lessons learned. At this threeday conference designed to maximize learning and working opportunities, attendees will be able to interact with Award recipients. The Quest for Excellence XVI Conference will be held March 28–31, 20xx, at the Marriott Wardman Park Hotel in Washington, DC. For further information, contact the Baldrige Program by mail: Baldrige National Quality Program, NIST, Administration Building, Room A600, 100 Bureau Drive, Stop 1020, Gaithersburg, MD 208991020。 (2) is practiced at personal, work unit, and anizational levels。D), customers’ input, best practice sharing, and benchmarking. Organizational learning can result in (1) enhancing value to customers through new and improved products and services。 (5) increasing productivity and effectiveness in the use of all resources throughout your anization。 parisons of operational, market, and petitive performance。 time improvements often drive simultaneous improvements in anization, quality, cost, and productivity. Focus on the Future In today’s petitive environment, a focus on the future requires understanding the short and longerterm factors that affect your business and marketplace. Pursuit of sustainable growth and market leadership requires a strong future orientation and a willingness to make longterm mitments to key stakeholders—your customers, employees, suppliers and partners, stockholders, the public, and your munity. Your anization’s planning should anticipate many factors, such as customers’ expectations, new business and partnering opportunities, employee development and hiring needs, the increasingly global marketplace, technological developments, the evolving ebusiness environment, new customer and market segments, evolving regulatory requirements, munity and societal expectations, and strategic moves by petitors. Strategic objectives and resource allocations need to acmodate these influences. A focus on the future includes developing employees and suppliers, doing effective succession planning, creating opportunities for innovation, and anticipating public responsibilities. Managing for Innovation Innovation means making meaningful change to improve an anization’s products, services, and processes and to create new value for the anization’s stakeholders. Innovation should lead your anization to new dimensions of performance. Innovation is no longer strictly the purview of research and development departments。 (3) reducing errors, defects, waste, and related costs。 (4) is focused on building and sharing knowledge throughout your anization。 fax: (301) 9483716。 and the challenges of rapid innovation and capitalizing on your knowledge assets. Whether your business is small or large, is involved in service or manufacturing, or has one office or multiple sites across the globe, the Criteria provide a valuable framework that can help you plan in an uncertain environment. Use the Criteria to assess performance on a wide range of key business indicators: customer, product and service, financial, human resource, and operational. The Criteria can help you align resources and approaches, such as ISO 9000, Lean Enterprise, Balanced Scorecard, and Six Sigma。 the need to create value for customers and the business。 telephone: (301) 9752036。 (3) results in solving problems at their source (―root cause‖)。 (2) developing new business opportunities。 and (6) enhancing your anization’s performance in fulfilling its societal responsibilities and its service to your munity as a good citizen. Employees’ success depends increasingly on having opportunities for personal learning and practicing new skills. Organizations invest in employees’ personal learning through education, training, and other opportunities for continuing growth. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. Onthejob training offers a costeffective way to train and to better link training to your anizational needs and priorities. Education and training programs may benefit from advanced technologies, such as puter and Interbased learning and satellite broadcasts. Personal learning can result in (1) more satisfied and versatile employees who stay with your anization, (2) anizational crossfunctional learning, (3) building the knowledge assets of your anization, and (4)