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During the years of production, the facility itself improved the quality of its products; the number of errors and faults in quality went down as the factory staff became better experienced. The development of the error-free process was closely linked to the improvements in the quality assurance of the production facility. In the 1970s, progress on quality-related issues gained momentum. The factory acquired the first integrated quality assurance system (IQUAS), and the first factory-wide quality system, the Quality Control (QC) plan and operating procedures, was developed. The material flow control system enabled the systematical generation of quality reports for the process and product-related control functions. A performance appraisal system was set up in 1979, which used a five-point rating system for the quality-related work of the employees. The first general and individual action plan for achieving better quality was developed in 1980. The first step towards systematic improvement was taken, the determination of basic requirements for a quality improvement plan and the implementation of a minimum basic process for each manufacturing process. The first set of Quality Indicators for process- and product-related quality was developed and put into use in 1983. By 1986, most of the basic requirements for the Quality Management were defined, and by 1989, the requirements for an independent Quality Assurance function were specified. In 1989, a first development of the Quality Function Approach (QFA) was developed. However, the first real implementation of the QFA in an industrial plant did not happen before the end of the 1990s. One of the factors that delayed the implementation of the QFA was that the high degree of automation that was being developed at the factory also made it difficult to assign a sufficient human resources to all organizational tasks. Concerning the development of the QFA, the industrial production function in general, and quality-related processes in particular, were represented by a network of coordination and cooperation, rather than a function that was hierarchically organized. In this process, an innovation approach, based on the dynamic development of the process in a self-regulating system, was used. At first, the process was characterized by non-linear interrelationships among the involved actors. However, as the process was shaped by the implementation of the QFA, there was a gradual shift from non-linear to linear processes. In the 1990s, the attention of the factory management was focused on improvement of productivity, efficiency and profitability of production, as well as on the internal and external effectiveness of the products

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