In the last few years the words quality and excellence have dominated much of management literature. Many organizations have tried to introduce programmes aimed at establishing Japanese style quality in their organizations, others have simply set out to become excellent. Unfortunately most of these programmes fail not through want of effort, rather because they are not based on a coherent practical model which will help structure the effort. Other organizations have structures, but often ones that are too complex and academic for people in the organization to understand and work with. What has been needed is a 'Quality' and 'Excellence' model that is simple enough to be used by real organizations, realistic enough to recognise that whole-hearted participation is needed to ensure success, yet sensitive enough to isolate the requirements for change and provide the mechanisms for improvement, powerful enough to generate significant tangible benefits, whilst motivating employees at all levels to play their part.