Continuous Quality Improvement Master Plan
Appendix F - Vision Statements Summary
CQI Focus
The "Strategic Plan" is seen by all personnel as the "Main Event." Everything else is supportive of the Strategic Plan.
Customer Focus
Knowing our customers' needs and expectations is critical to reaching our highest level of performance. Our focus includes external and internal customers. Partnering with customers and being considered as members of their teams are key factors in our successful customer relations. We measure our progress from trends in periodic customer surveys and customer meetings.
Enabling Environment
OPP's everyday work environment is one where goals are clearly communicated, and employees understand their roles and responsibilities in accomplishing the organizational goals.
The organization functions as a team and employees enjoy coming to work. OPP is viewed as the employer of choice by our employees, both current and potential.
Employees focus on the process, share information, and encourage leadership, innovation, and quality improvement in accordance with the Zenger-Miller Basic Principles, the OPP Guiding Principles, and the new system of behavior outlined in Appendix C.
Communications
In 2001, CQI is the common language in our everyday communication. Communication is free and open between all employees. OPP operates under an established CQI Communication Plan designed to support and implement CQI and evaluates progress through measurements.
Training
All employees are trained in CQI philosophy, principles, and tools using a combination of awareness and just-in-time training.
Organization
OPP has one organizational structure where CQI principles are the approach to everyday business.
Policies and Procedures
Published CQI policies and procedures are part of our everyday operating philosophy.
Resources
CQI is viewed as an investment in our future and not as a collateral duty. There is full support of staff and technical-service employees' time involved in PATs. Sufficient resources are provided to train the work force in CQI principles and tools, and to support implemented process improvements. There is a cadre of competent facilitators and internal CQI trainers.
Success Measures
Measurements defined in financial and business terms quantify the accomplishment and magnitude of process improvement and are understood by all employees. Measurement of CQI successes is positive and focused on results, not activity. Results are directed to those processes that best maintain and increase customer satisfaction. Owners of processes and PATs are consistently developing, refining, measuring, and sharing their results.