Process engineers create structures and use them to create infinite value. Most subscribe to the balanced scorecard view of commercial firms as four linked levels: 1) assets/resources used to create 2) operations excellence which 3) satisfies customers, allowing firms to 4) maximize financial returns. Many use some variation of Richard Schonberger’s six universal customer needs (QSFVIP) to structure strategies for satisfying customers. They have found that there is no practical limit to increasing the value delivered to customers.

In the world of quality, we have seen ISO 9000 type quality management systems become standard and Six Sigma quality levels approached. Informal quality assurance has been supplanted by a variety of formal measurement, feedback and improvement systems. Product defect levels have fallen from 5% to 2% to 1% to 0.1% to even smaller fractions. The improvements show no signs of stopping and customers appear to value each new level. The accident rate in commercial aviation provides a powerful case study. The basic quality feedback loop combined with statistical tools and employee engagement have made this possible.

 Speed, measured as product delivery cycle time, continues to improve. Manufacturing processes are designed in cells, using “unit of one” batches and just-in-time supplies to reduce production from weeks to days to hours. Supply chain coordination reduces production lead times from months to weeks to days. In distribution, lead times have dropped from weeks to days to latest cutoff hours for air, parcel, LTL and truck load service. Customers continue to ask for more, even beyond 2pm cutoffs for 10am next day delivery.

 Flexibility to accept orders of any size or kind at any time continues to improve. Customers no longer order ahead of peak seasons to assure supply. They order when then need goods. Customers share sales forecasts, but have no qualms about ordering 3-6-12 months of supply in a single shot and expect normal delivery. Firms have learned to add low-cost equipment and labor capacity, hold semi-finished goods and outsource peak needs to partners. This pressure has moved up the whole supply chain. Lean manufacturing techniques and integrated supply chain management have facilitated this change.

Value, as measured by unit cost, continues to improve. Labor and total factor productivity increase by 2-4% annually for decades at a time. Quality, supply chain, IT, communications, institutional, engineering and basic science advances drive these benefits.

Value, as measured by combinations of features and benefits that meet individual needs, grows each year. Micro marketing, partnerships and customer intimacy strategies ensure that goods and services better meet expressed customer needs. Data analysis, individual promotions and sales tracking allow firms to anticipate the needs of smaller and smaller groups of customers.

 Information or transaction costs continue to fall. EDI and simple electronic markets reduce transaction costs at every stage. Supplier websites, catalogs, pricing, ratings and portals reduce the costs of transactions. Formalized information sharing, vendor managed inventory and evaluated receipt settlements further reduce costs. Standard project and document collaboration systems reduce the cost of product development. Formalized risk management and emergency preparedness resources and plans reduce potential liabilities for all.

 Personal attention grows, in spite of the increased complexity of systems and use of high-technology. Firms know more about each other through partnerships, joint suppliers, product development projects and customized offerings. Firms which have adopted customer intimacy as their primary strategy have organized to become customer centric, employing customer relationship management systems (CRM) to shape their data. As routine transactions are automated, sales, customer and technical service staff focus their time on personal attention.

 Customers will be fully satisfied when there are no product defects and no risk of product defects, when goods and services are delivered at the second they perceive a need, when no purchase is delayed as being too large or unusual, when products are free or customers are paid to take them, when products are uniquely created for their needs, when transaction costs are zero and when they feel like they are the only customer in the world. Tremendous progress has been made towards those goals in the last 30-50 years, often beyond what was imaginable even 20 years ago. The rate of progress towards those ultimate goals has not yet slowed.