Multi parvi et medium enterprises gravis homogenizationis produktorum suorum faciunt, et ipsi produkti non habent multum addentem valorem in qualitate. idcirco, clientes qui produktos collecti utilizant habent detalios requiribus et expectationes qualitatis in diversis temporibus. Praepositus et qualitates kontrolis parterum precisiorum processentium fabricatorum semper precisium constituere debet, quoniam excessiva qualitate potest resultare in compania addientem diversas planificationes, inspectiones, et preventiones costas. Hoc, melior qualitate, magis utilitate. Qualitatem controlo supra minimos standardes, quos clientes acceptare possunt.

Multa multitudo parvulorum et mediorum firmarum privatorum praebent clientes experientiam qualitatis produktorum quae non est inferior ad competitores suos in aedem pretio. Intensio aperire fabricum solum est: prodigia generare. Improving quality may not necessarily make the boss directly profitable, but the increase in output value and cost savings brought about by the increase in power are visible to the naked eye. The improvement of various handling actions and problems such as factory management, delivery, quality control, materials, personnel, etc. are all aimed at reducing costs and increasing efficiency, and aching more profits for the company.

Under the increasingly severe conditions for the survival of the entire manufacturing industry, especially small and medium-sized private enterprises, it is unrealistic and irrational to unilaterally seek quality or power. So quality control should focus more on improving quality from the perspectives of quality capital and company earnings. Exemplo, si pretium universae provisionis minima est, sed qualitate pauper est, quod praeceptor videt, est quod merces report universae pretium minor est quam alios provisiones, qui potest servare pecuniam companiae, sed quod non videt, est quod qualitate provisionis pauper est, dat companiam diversas qualitates et perditas. So, quality control in small and medium-sized manufacturing will calculate the cost of quality before making quality improvements, which is the most effective way to achieve twice the result with half the effort.

Similarly, production managers also need to continue to improve our production power and increase output value while ensuring basic production quality, rather than blaming quality for quality problems. Together, we can increase power and profit for the enterprise. This is the way to go!