Senior management is ultimately responsible and accountable for the implementation of the output of the planning sessions. This output is often in the form of a short document (less than 25 pages) that outlines the results of each of the planning topics based on the consensus of the senior management team using employee input and feedback. During these orientation sessions, it needs to be communicated that the document may change over time based on the Plan-Do-Check-Act Cycle and where employees are to provide ongoing feedback and input to this process. Once a month senior management will want to review the tree diagram(s), integrated flowchart(s), and Gantt chart(s) to note progress, concerns, issues, and changes to the implementation steps based on data and new knowledge. In order to demonstrate commitment to involvement, those who are intimately involved with the implementation of these plans need to be actively involved in this review process. Senior management also has to insure that progress and changes to implementation steps are communicated in a timely fashion to all employees. Over time this review, as mentioned before, will need to be integrated with the ongoing review of the organization’s long and short term strategic planning efforts. Planning for organizational transformation is critical to integrating quality into daily work and an organization’s short and long term strategies. It forces senior management to step back and assess where the organization is today and where it needs to be in the future relative to the use of quality concepts, tools, and methods. It insures commonality in thinking and approach by providing a framework which outlines the boundaries of acceptable behaviours and practices. And over time it causes the organization to re-examine all of its policies, procedures, systems, and strategies in light of its approach to total quality management thus reinforcing time and time again what is important to the organization’s future success.