Let me just mention five points on quality which can give food for thought (the list is not complete):

1. From a reader's letter from D. R. Brainerd in the American Journal "Concrete Construction" "We have to be able to make time for quality". Answer: We regain this essential time through quality management because we have to track down less and less errors.
2. J. B. Priestley in "What's Wrong with Britain?" thinks about whether a more and more leisure-oriented society is the key to quality?
   … As soon as people are relieved of external disciplining, they must discipline themselves or else they become slow and unreliable and are unfit to actively bring about a liberal democracy. And nowadays there are too many such people, particularly in the younger generation ...

   J.B. Priestly (1978)

3. The inventor of the networked systemic approach, F. Vester, holds the view: "What can happen will happen". That is why there will again and again be technical accidents unless we strengthen the willingness of people to bear responsibility.
4. I will not allow complexity at our company to be increased by a Quality Management System (QMS). If, following Manz, an important aim, i.e. "reduction of complexity is not achieved but the opposite is brought about by, for example, increasing complexity due to a rise in consultation effort" the QMS is a failure for small companies which were hitherto easy to manage (the trades).
5. According to K. Popper we act correctly if we constantly work at optimizing our procedures and materials. Consequently, let us continue to discover problems and try out suggestions to solve them. If the solutions fail due to reality, we have to find better solutions.

With these points from the viewpoint of a manufacturer, who, for 30 years, has been involved in building chemistry in a family company which is soon due to celebrate it centenary, I would like to close my lecture.