Example Case

Learn valuable lessons from these role-model organisations:

BI

BI, a consulting company based in Minneapolis, Minnesota won the Malcolm Baldrige Quality Award in 1999. Associates work on a profit-sharing plan based on BI’s financial performance and can earn rewards by participating in the BI Way improvement system. Rewards vary from $20 in award credits to credits equal to 20% of cost savings achieved. Award credits can be redeemed for merchandise or restaurant and movie certificates.

Miliken

Milliken, Spartanburg, South Carolina, manufacturer of textiles and chemicals won the Malcolm Baldrige Quality Award in 1989. Teams are a hallmark of what observers now call the Milliken Quality Process. In 1988, 1,600 Corrective Action Teams were formed to address specific manufacturing or other internal business challenges, and about 200 Supplier Action Teams worked to improve Milliken’s relationships with its suppliers.

Trident

Trident, based in Webster, New York won the Malcolm Baldrige Quality Award in 1996. Management has chosen to implement 97% of more than 5,000 process improvement recommendations from employees over a 4-year period.

Eastman Kodak

At Eastman Kodak, a leading US manufacturer of photographic equipment, individual ideas submitted vie their ‘bright ideas’ scheme were responsible for $8,000,000 worth of implementable programs. An individual received a $25 certificate, regardless of whether or not the idea was implemented.

Colgate-Palmolive

At Colgate, customer intelligence gathering drives product innovation. Colgate’s passion for investigating and understanding customer needs has led it to conduct millions upon millions of interviews in stores, homes, and other places the potential buyer and/or user can be reached in order to accumulate valuable, competitive, and proprietary customer information. Colgate follows the changing needs of consumers and takes note of the differences between consumer needs and preferences in various countries. The company established regional new product innovation centres to analyse their customer intelligence and from these it develops new, high-growth products. As a result the percentage of Colgate`s revenues that have come from new products has risen from 25% to 38% over the five years 1997 - 2001 with significant new product launches every year.

Dana Corporation and Dana Corporation-Spicer Driveshaft Division

Dana Corporation-Spicer Driveshaft Division, Toledo, Ohio won the Malcolm Baldrige Quality Award in 2000. Spicer Driveshaft employees are encouraged to develop and implement changes and innovative ideas and evaluate their results. Ideas submitted by employees average about three per month, which is approaching best-in-class. In 1999, with almost 80% of ideas were implemented.

American Airlines

American Airlines is the world’s second largest carrier and with their affiliate airline American Eagle, service more than 50 countries and territories, and nearly 250 cities worldwide. Since the inception of their IdeAAs programme in 1987 employee suggestions have saved the company $593 million dollars. The programme enables employees to submit suggestions about ways to reduce costs and innovative thinkers are rewarded with 8-10% of the savings generated, up to $25,000 per idea.

3M Dental Products Division

Established in the 1902, 3M works diligently to develop new products and technologies that will have a positive impact on the lives of others, making everyday activities easier, faster, safer and more enjoyable to complete. The organisation employees 7,100 research and development employees in 71 laboratories around the world, and since 1994 have been issued more that 500 patents a year. 3M celebrates and encourages product innovation not only within their own company, but also within their manufacturing and retail partners as part of their corporate culture of innovation.

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