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CREATING A CULTURE OF SUSTAINED CHANGE AND CUSTOMER SATISFACTION

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Abstract:

The Louisville and Jefferson County Metropolitan Sewer District (MSD) is a provider of anitary and drainage services to the Louisville Metropolitan Area, the sixteenth largest city in the United States. MSD has a well-established history of seeking new ways to provide value to its customers. Beginning in 1994 a new era of cultural shift was initiated that included the implementation of work teams as a way to drive accountability and empowerment throughout the organization. Noted organizational improvement initiatives that extended through the year 2000 were:

Cross Functional Work Teams – Diverse work teams were assembled to solve perplexing issues within the organization.

Process Analysis – MSD employees were trained to create process maps within their business units as a way to continually evaluate processes and search for efficiency and effectiveness gains

Customer Survey – MSD utilized a consulting firm to poll customers regarding their satisfaction with MSD's service and to compare MSD to other local utilities.

Employee Survey – MSD commissioned a consulting firm to compile employee perspectives on the organization, their business unit and MSD management.

Automation – MSD invested significant resources in automation systems and modules that support maintenance management, customer information, laboratory information management, geographic information, financial information and internet access.

Revised Staffing Plan – MSD downsized the organization from 870 employees to 700 employees in order to become more efficient and competitive.

Customer First – A mandatory training program conducted with all MSD employees for the purpose of discussing customer concerns and how to best address those concerns.

Strategic Business Plan (SBP) – MSD rolled out the first version of the SBP in August, 2000. Each employee received a copy of the plan along with an orientation on how the plan applied to daily efforts.

Document Type: Research Article

DOI: https://doi.org/10.2175/193864704784342497

Publication date: 2004-01-01

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