4.0 Lasting Improvements Up to this point, most exercises have been conducted independently, although some depended on others for input. Analysis of these results is an important task that is required before your tender is complete. These results need to be synthesized into your tender documentation. Solving technical quality problems and making process improvements alone does not constitute a quality program. Without a process in place designed to foster continuous improvement, performance can begin to deteriorate almost as soon as improvements are made. Some companies engage in continuing cycle of solving technical quality problems, many of which need never have occurred. Planning lasting improvements consists of designing the quality program that reaches all parts of the company, develops quality attitudes in workers and management, and continually focuses attention on quality, in design, production, and performance. Your last task is to formulate overall conclusions and recommendations, compile supporting information (such as results of individual exercises] and integrate them into an Invitation to Tender document. There is no single best way to do this but your tender but, from both a technical and managerial perspective, it must inform the client what you have done, what you have learned, and what you recommend. Short, medium and long-term recommendations must be made and include proposals for a quality programme