The summer holidays had arrived and there was no School for six weeks. The weather was sunny and dry and time almost seemed endless. There was an atmosphere a feeling of excitement that something good and maybe even amazing was going to happen this holiday. Although Michael was a restless 10-year-old who liked the idea of adventure it usually only happened in his dreams and imagination. Michael could not explain how he felt and decided that he may have been wrong about this sense of excitement he was feeling especially as he had a disappointing start to his holidays. However, one day he was minding his own business the next minute he found himself experiencing a rollercoaster of an adventure, but this time it was happening for real!

The purpose of this paper is to analyze and assess the effectiveness of the vision creation and deployment process advocated in typical total quality programs. A quality vision is a description or an image of the future that stems from the present and improves upon it. It is a target for an organization to strive toward both individually and collectively. The question I want to answer is: What is vision development and is it likely to make a difference in organizational performance? The visioning process is a part strategic planning that identifies goals and objectives and the means and methods to achieve them. This paper reexamines the value of vision development, as part of strategic planning, and its place in quality implementation. Focusing research on component parts of the quality philosophy can help identify the relative value of each component and how well it fits into different organizational structures.