Continuous Quality Improvement Master Plan
Chapter 9 - Resources
Vision
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.
Current Assessment
- The University's CQI Center and HRDC has a full range of CQI courses available. While they are not completely aligned with the OPP approach, as defined by Conway Quality, Inc., and Total Quality Dimensions, the CQI Center and HRDC are willing to adapt courses to meet our needs.
- Internal CQI expertise is limited. We will need to rely on outside training assistance, at least initially.
- Contract training resources are available through sources such as Conway Quality, Inc., and Total Quality Dimensions. External sources of expert training are expensive.
- People in OPP are extremely busy. The emphasis is on production, and little time is allocated for continuous improvement.
- Management historically has not seen the value of CQI and has been reluctant to take employees away from production.
- OPP does not have a budget for CQI training, PAT time, or consultation support.
- Recent CQI training costs have been taken from previously dedicated funds.
Actions
- The CQI Coordinator will work with the CQI Center and HRDC to modify course content to meet our needs.
- The AVP/Deputy will issue a policy on making time available to work on PATs.
- The directors will establish task numbers for CQI training and PAT expenses.
- The AVP/Deputy will develop an annual CQI budget. OPP will seek assistance from Central Administration but will fund this budget with or without assistance.