One of the issues that I experienced is how the quality organization of a company was structured. There was a quality department designated to support development (R&D) products and another quality department designated to support marketed products. The issue was that these departments were not integrated and during ‘hand-off’ of the product from development to commercialization there was ‘loss of knowledge/expertise’ about the product and this caused churn and inefficiency bringing the quality department that supports marketed products up to speed. Working in the engineering department I would get involved in answering questions which I think was unnecessary had a transition plan been established between the two quality departments detailing the information necessary and given enough time for the two departments to ‘talk’ to each other.