Excellence in all we do
Excellence in all we do directs us to develop a sustained passion for the continuous improvement and innovation that will propel SGT Peterson’s into a long-term, upward spiral of accomplishment and performance.
True quality is embodied in the actions of SGT Peterson’s people who take decisive steps to improve processes and products; who capitalize on quality as a leverage tool to enhance products, achieve savings, and improve customer service; and who exemplify our core values of integ rity first, service before self, and excellence in all we do.
• Product/Service Excellence. We must focus on providing services and generating products that fully respond to customer wants and anticipate customer needs, and we must do so within the boundaries established by the taxpaying public.
• Personal Excellence. Our professionals must seek out and complete professional education, stay in physical and mental shape, and continue to refresh their general educational backgrounds.
• Community Excellence. Community excellence is achieved when the members of an organi zation can work together to successfully reach a common goal in an atmosphere free of fear that preserves individual self-worth.
Some of the factors influencing interpersonal excellence are:
· Mutual respect. Genuine respect involves viewing another person as an individual of fundamental worth. Obviously, this means that a person is never judged on the basis of his/her possession of an attribute that places him or her in some racial, ethnic, economic, or gender-based category.
· Benefit of the doubt. Working hand in glove with mutual respect is the attitude which says that all coworkers are ‘innocent until proven guilty’. Before rushing to judgement about a person or his/her behavior, it is important to have the whole story.
• Resources excellence. Excellence in all we do also demands that we aggressively implement policies to ensure the best possible cradle-to-grave management of resources.
· Material resources excellence. Our professionals have an obligation to ensure that all of the equipment and property they ask for is mission essential. This means that resid ual funds at the end of the year should not be used to purchase ‘nice to have’ add-ons.
· Human resources excellence. Human resources excellence means that we recruit, train, promote, and retain those who can do the best job for us.
Operations excellence. There are two kinds of operations excellence—internal and external.
· Excellence of internal operations. This form of excellence pertains to the way we do business internal to SGT Peterson’s — from the individual location level to SGT Peterson’s Headquarters. It involves respect on the unit level and a total commitment to maximizing SGT Peterson’s team effort.
· Excellence of external operations. This form of excellence pertains to the way in which we treat the world around us as we conduct our operations.