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Process Reference: All processes Business Case Description: This business case addresses the need for GTE to in-grain quality not only into its vision, but into its culture. A primary objective is to shift GTEs paradigm from error detection and correction to error prevention. Best Companies have found that increased quality through error prevention leads to drastic cost savings due to less rework and shorter cycle times. Adopting such a quality program would require creating a statistical infrastructure that would: 1) report errors, 2) provide methodologies in defining, identifying, correcting, and preventing errors, 3) provide performance measures/goals by individual, function, department, and process, 4) communicate performance to the entire organization. The statistical infrastructure , or quality program described above, should become the engine for continuous improvement. Because errors are usually made in one area and passed to another, Finance alone cannot successfully adopt a quality program for itself. Motorolas six sigma program began with the closing the books and payroll processes which interfaced with functions outside of Finance. Having the CEO championing the change to all functions/departments contributed to Motorolas success. Implementation for this type of change would require total organizational support. Actions to Pursue: Description of existing and associated problem: About two weeks ago a FVIP team member was asked by a Finance employee: when will things be back to normal? Based on this comment and previous projects, improvement initiatives have been in spurts and perceived as short-term in nature, hence, conditioning a workforce to become good at weathering the storm. In short, the organization does not pursue of continuous improvement. Based on the FVIP review, close to 500 FTEs are busy doing error correction, account reconciliation, journal entry preparation, payroll inquiries, budgeting, and an