I can see how quality is a burden if it’s not well executed, GxP for example which guides quality manufacture, testing, development and approval of drugs. These guidelines ensure that a product is safe and fulfills its intended use. If after product is released, still company sees low customer satisfactory and product had to be recalled. In this senerio, it is a burden.
When quality standard is met, no faulty products leave the company. All of the systems, structure, reviews, and evaluations necessary to ensure that product or services meet requirements. Evaluated quality results against acceptance criteria and determining accept / reject status. PDAC cycle is followed, Plan, Do, Check, Act. And the 4 Management Principles accomplished: Planning, Performance, Measurement, Improvement. In this situation, no recalls and lawsuits, I will think it’s not a burden.
As some see it as burden, the potential burden on the overall value product should be a considered, but more importantly we should continually stress the benefits of predictable consistent quality to the entire team and identify the cost of poor quality to the overall performance of the organization.

reference:
http://www.manufacturing-operations-management.com/manufacturing/2009/06/the-role-of-quality-management-within-the-lean-manufacturing-philosophy.html