By implementing QA processes slowly over time, using consensus to reach agreement on processes, focusing on processes that align tightly with organizational goals, and adjusting/experimenting/refactoring as an organization matures, productivity can be improved instead of stifled. Problem prevention will lessen the need for problem detection, panics and burn-out will decrease, and there will be improved focus and less wasted effort. At the same time, attempts should be made to keep processes simple and efficient, avoid a ‘Process Police’ mentality, minimize paperwork, promote computer-based processes and automated tracking and reporting, minimize time required in meetings, and promote training as part of the QA process. However, no one – especially talented technical types – likes rules or bureaucracy, and in the short run things may slow down a bit. A typical scenario would be that more days of planning, reviews, and inspections will be needed, but less time will be required for
late-night bug-fixing and handling of irate customers.

Other possibilities include incremental self-managed team approaches such as ‘Kaizen’ methods of continuous process improvement, the Deming-Shewhart Plan-Do-Check-Act cycle, and others.