This makes the funds available much sooner. A single contact can handle all matters involving the three programs, which often overlap as an injured or disabled employee moves through the process of returning to work. We knew from asking our customers that this streamlined approach would satisfy employees, and we're also anticipating reduced disability costs and improved employee productivity. Stories by Jay Cooperider Photographs by Tom Campbell and David Umberger Past and present leaders of the Purdue continuous-improvement initiative known as Excellence 21 got together at a May conference about quality issues in higher education. At left is Jack Germain, retired Motorola vice president for quality and liaison between Purdue and the corporation.
Partnership inspires improvement efforts Total quality management.
A customer-centered culture. In the private sector, the principles of continually assessing products and processes in an effort to be the best go by many names. At Purdue, the effort is known as Excellence 21 because the goal is sustained excellence now, into the 21st century and beyond. Motorola Corp. Since 1992, Motorola and Purdue have worked together to improve the teaching of quality principles as well as incorporate them into everything the University does. Motorola, a leader in continuous improvement, is a past winner of the Malcolm Baldrige Award given to the corporation judged as the most efficient and quality-conscious.