Quality isn’t just an inspection step; it’s a business strategy.<\/i><\/b><\/p>\r\n
A recent ASQ study estimates that the <\/span>cost of poor quality<\/span><\/i> can reach<\/span> 15\u201320%<\/span><\/a> of a company’s annual revenue. From recalls in automotive giants to compliance failures in the pharmaceutical industry, weak quality practices don’t just hurt operations; they erode customer trust and market share.<\/span><\/p>\r\n This is why defining quality management team roles and responsibilities is more critical than ever. Take the example of<\/span> Toyota’s quality crisis in 2009<\/span><\/a>: rapid recalls revealed gaps not only in engineering but also in how quality responsibilities were distributed across teams. In contrast, companies like Johnson & Johnson have built reputations on strong cross-functional quality teams that embed compliance and trust into every product they produce.<\/span><\/p>\r\n