Value to the Customer

Argues that TQM falls short as a vehicle for implementing excellence. Asserts that value to the customer is a much better means for delivering excellence than a customer‐led TQM with its inherent limitations and tendency to complex jargon. Discusses the use and abuse of quality. Considers that excellence implies all that is best, not only quality. Contends that quality does not equate to fitness for purpose. Concludes that value implies the optimizing of effectiveness and efficiency. Contends that being competitive in the delivery of value to the customer is a better vehicle for delivering excellence.