Senior managers must recognize the importance of having a culture based on continual improvement and be willing to invest adequate resources into quality management efforts. These resources might include personnel for training or improve processes, or financial investments in new technology or equipment that enable more efficient operations. Additionally, senior managers should set expectations that performance will be measured against specific metrics which are used to evaluate progress towards higher levels of quality and identify areas for future improvement. Organizations must have well-defined roles if they want their quality control measures implemented effectively across the board. Senior management needs to not only dedicate time but also demonstrate commitment by actively participating in continuous process improvements discussions with middle management staff; this provides an opportunity to share goals around achieving excellence while connecting individuals at different tiers within an organization together over common objectives relating to improving services provided by stakeholders involved with any given project involving process modifications or changes in business practices meant to produce desired outcomes identified as part of an overall strategy designed under guidelines established by senior leadership providing direction towards these strategies’ success through adopting best practices which aligns with industry trends driving decision making about reinvesting back into local economies revolving around increased efficiency gains due associated cost reductions in overhead resulting from utilizing lower labor costs when outsourcing certain parts manufacturing production activities historically considered core competencies from those companies unable financially maintain high wages paid out internal workers directly employed company tasked servicing customers demand products offerings currently available market . In order for any quality initiative implementation plan succeed , it is crucial senior managers select appropriate metrics being used measure monitor communicate performance . Key Performance Indicators (KPIs) need chosen depending type activity aiming track ROI associated projects along similar criteria could relate either customer satisfaction rates amongst product lines sold current fiscal year period employee retention numbers yearly basis energy consumption across multiple locations depending upon needs particular situation example , Baldrige Award recipient AMDOCS (2018) created metric centered patient experience focus tracking number patients able receive treatment within designated timeframe reducing wait times while increasing overall value proposition offered medical services provided its facilities generating improved ratings feedback collected surveys distributed patients doctors alike indicating successful implementation leading increase profits despite challenging economic landscape pre existing other healthcare organizations competing space operating same geographical region becoming major competition due lack operational flexibility hampered corporate abilities adjust quickly changing circumstances environment demanded rapid response organizational level needed keep up pace industry standards continually being raised manufacturers suppliers etc . Overall , successful implementation large scale strategically driven plans focused enhancing improving company’s processes operations require active engagement participation commitment from executive managerial teams beginning end cycle ensure everyone understands expected results desired achieved focusing KPIs make sure expectations met exceeded ultimately delivering outstanding service clients customers increased shareholder confidence shown through strong balance sheets reflected growing revenues realized quarter after quarter continual effortful striving excellence every facet operation