Using knowledge to drive improvements

Offers a case study describing how the Fossil and Hydro Power (F&HP) Organization of the Tennessee Valley Authority ‐ a finalist for the 1995 Presidential Award for Quality ‐ has taken information from feedback reports and other sources, and developed a strategy for implementing areas of opportunity into its core business. The strategy expands the plan‐do‐check‐act logic into a plan‐do‐knowledge‐act model which couples assessment information with theory ‐ in the form of the conceptual guidelines of the Baldrige criteria ‐ to create knowledge. Details how the model has been implemented at F&HP over the past three years, and describes the resulting accomplishments.