Emily Brewton Schilling
WRITING SAMPLES
This page: Speechwriting
Click for:
Employee communications (feature-writing and bonus rollout)
Cultural arts (reviews and press releases)
Arts research (academic and curatorial)
WRITING SAMPLES
This page: Speechwriting
Click for:
Employee communications (feature-writing and bonus rollout)
Cultural arts (reviews and press releases)
Arts research (academic and curatorial)
SPEECHWRITING
Acceptance Remarks delivered by Henry A. Bradshaw
Written by Emily Schilling with William "Bo" McBee and Henry Bradshaw
1995 Malcolm Baldrige National Quality Award
Armstrong World Industries, Inc.
Roosevelt Room, The White House, March 6, 1996
Written by Emily Schilling with William "Bo" McBee and Henry Bradshaw
1995 Malcolm Baldrige National Quality Award
Armstrong World Industries, Inc.
Roosevelt Room, The White House, March 6, 1996
Thank you, Mr. President.
On behalf of the 2,400 employees of Building Products Operations, I’m proud to accept this award, the highest business honor in America. We’ve worked hard to engage every one of our employees in improving the business. Today, improving our jobs is part of our jobs … it’s the way we do business and the reason for our high level of performance.
Our story is nothing less than a traditional, heavy manufacturer using the principles of quality management to totally transform ourselves into a highly capable, global competitor. For the past year or two we’ve been seeing the huge leaps in performance … and the swift but sure development of capabilities … that are the payoffs for sustaining our commitment to quality. It was working for us before, but now it’s giving us results of enormous—and very gratifying—proportions.
On behalf of the Armstrong employees here today, and the others who are working on process improvement and capability development as I speak, I want to thank some groups of men and women:
With help from all of these groups, our employees got us where we are today, sharing the winners’ circle with Corning and the great American companies that are past winners of the Baldrige Award. I am grateful to all who support Armstrong’s Building Products Operations.
On behalf of the 2,400 employees of Building Products Operations, I’m proud to accept this award, the highest business honor in America. We’ve worked hard to engage every one of our employees in improving the business. Today, improving our jobs is part of our jobs … it’s the way we do business and the reason for our high level of performance.
Our story is nothing less than a traditional, heavy manufacturer using the principles of quality management to totally transform ourselves into a highly capable, global competitor. For the past year or two we’ve been seeing the huge leaps in performance … and the swift but sure development of capabilities … that are the payoffs for sustaining our commitment to quality. It was working for us before, but now it’s giving us results of enormous—and very gratifying—proportions.
On behalf of the Armstrong employees here today, and the others who are working on process improvement and capability development as I speak, I want to thank some groups of men and women:
- Our customers, who vote for us every time they buy our products.
- Our suppliers, who help us serve our customers better, every day.
- Our shareholders, who put their faith in Armstrong and buy into our vision.
- All of the communities in which we operate, for providing a variety of resources—especially their human resources.
- The Baldrige examination team, who spent the better part of this year learning about us, and evaluating our strengths and areas for improvement. During our site visit, the examiners were tenacious in their quest for facts, but they were also considerate guests in our house.
- The Department of Commerce and the National Institute of Standards and Technology, who established and continuously improve the Malcolm Baldrige National Quality Award and its criteria. They give a voice to the people in government who believe that arming, not disarming, American business is in the best interest of all Americans.
With help from all of these groups, our employees got us where we are today, sharing the winners’ circle with Corning and the great American companies that are past winners of the Baldrige Award. I am grateful to all who support Armstrong’s Building Products Operations.
U.S. Secretary of Commerce Ron Brown and President Bill Clinton congratulate Armstrong's Henry Bradshaw at the 1995 Malcolm Baldrige National Quality Awards ceremony.
|
|
With help from all of these groups, our employees got us where we are today, sharing the winners’ circle with Corning and the great American companies that are past winners of the Baldrige Award. I am grateful to all who support Armstrong’s Building Products Operations.
Albert Einstein said, “Setting an example is not the main means of influencing another, it is the only means.” Over the years, we’ve learned from many other companies’ examples, as well as from Armstrong’s other business units, and today our people in Building Products Operations stand ready to show the world…
…that the power of quality management can be used to transform your business, no matter what industry you’re in. You don't have to be glamorous to be world-class. We’re not high-tech. We're a traditional American manufacturer, and we’re part of the life-blood of our country.
Armstrong is among the older companies in America, and we’ve been through a lot, just like our country. Armstrong has struggled, survived, and prospered … by aiming for excellence, valuing our employees, and delighting our customers. Tom Armstrong said, in 1860, that he would run his company by these words: “Let the buyer have faith.”
Armstrong employees remain true to our founder’s vision. We have always been a quality company; that is our corporate culture. We formalized the quality improvement process in 1983, and since then we’ve integrated quality management into our business process, creating value for customers, shareholders, and employees. Armstrong employees—in all of our operations around the world—are committed to excellence in business.
Thirteen years ago, we began our formal Quality Improvement Process. Today, we pause to receive this great honor. Tomorrow, we begin again.
Albert Einstein said, “Setting an example is not the main means of influencing another, it is the only means.” Over the years, we’ve learned from many other companies’ examples, as well as from Armstrong’s other business units, and today our people in Building Products Operations stand ready to show the world…
…that the power of quality management can be used to transform your business, no matter what industry you’re in. You don't have to be glamorous to be world-class. We’re not high-tech. We're a traditional American manufacturer, and we’re part of the life-blood of our country.
Armstrong is among the older companies in America, and we’ve been through a lot, just like our country. Armstrong has struggled, survived, and prospered … by aiming for excellence, valuing our employees, and delighting our customers. Tom Armstrong said, in 1860, that he would run his company by these words: “Let the buyer have faith.”
Armstrong employees remain true to our founder’s vision. We have always been a quality company; that is our corporate culture. We formalized the quality improvement process in 1983, and since then we’ve integrated quality management into our business process, creating value for customers, shareholders, and employees. Armstrong employees—in all of our operations around the world—are committed to excellence in business.
Thirteen years ago, we began our formal Quality Improvement Process. Today, we pause to receive this great honor. Tomorrow, we begin again.
# # #
Go:
Employee communications (feature-writing and bonus rollout)
Cultural arts (reviews and press releases)
Arts research (academic and curatorial)
Top
Back to Bio/Resumé
Employee communications (feature-writing and bonus rollout)
Cultural arts (reviews and press releases)
Arts research (academic and curatorial)
Top
Back to Bio/Resumé
