I worked as an intern in the equipment department of a hospital, and I think the best part of this department is the quality control.

First of all, if this department wants the quality control work to go smoothly, it must deal with the relationship with other departments of the hospital, otherwise the whole work process will not go smoothly.

Secondly, I think the difference between this department and other quality control departments with poor performance lies in the following aspects: First, they have a long-term and stable quality control plan, and each quality control has a detailed record. Second, they have a completely quality control training program. Third, they have a clear division of work.

A good relationship between the Quality and other departments can be maintained with an understanding by other departments that it is important for the product to comply with the standards set by the organizations rather than being rejected and having a bad reputation for the company and having the whole process done all over again. Having a quality team of their own in each department and communicating with the main  quality department of the company every now and then is another way to maintain a good relationship.    

There should be clear communication among the departments and all the departments should follow the SOP stated by the Quality team.
A Good Quality team has set SOP's and each of the departments within the company will adhere to the stated SOP's, there will be a good understanding among the departments hence.
While if the sub Department is unresponsive and there is no proper communication among the Quality department then there are problems with the product, design changes, increase in cost, etc.

I have worked at a company where the QA and QC departments have had a phenomenal effect and connection with the rest of the company. I believe what drives this consistent connection is fast and constant communication which can resolve any issue as fast as possible. I believe if communication is consistently held throughout the company in each of the departments with the quality department, then the company will strive to greatness. I believe an inefficient quality department will consist of either non-qualifying individuals, employees who are not as dedicated to the company as they should be, or there is just a lack or communication throughout the whole company. 

I worked at one of Ford and Lincoln motors agency in the service department. After the maintenance has been done, the quality inspector did his round or road test to make sure that the vehicle is run properly. Me and my teamwork had many arguments with the quality inspector, but the quality inspector save us from a bigger complaint that will happened by the customer if the quality inspector did not do his job.

In my experience in quality engineering, we get mixed responses, mostly positive. Usually everyone works well and we are taken into all projects to make sure we are doing things correctly. However, I have received hesitation/disapproval (maybe?) when suggesting to do certain things that might be considered "too much" or if something is very "unlikely" and if "we have always done it this way so why change it". I have specially seen this when it comes to non conformances. We track and trend our deviations however when we see a spike that something is going on we look into it and do corrective actions. Corrective actions can be straight forward or a lot of work and so not everyone is always on board since we are all spread very thin across different departments. Overall, my experience is that quality engineering is looked to for support and guidance to ensure we keep patient safety in mind and that we are following our own processes. They rely on us to make the quality decisions and accept it positively overall. It's important to keep quality engineering involved in all new and sustaining projects.  

QC ensures that the standards and methodologies which the QA have laid down are been followed while working on the device.

When we have a every effective Quality Control department they definitely will not get along with the production department. Working as a Quality Control supervisor in an industry where I see the production team as the thieves and we the Quality Control department as the policies out to get them and inspect every product from the raw materials needed to make the product down to the finished goods. Production personnel basically cares mainly about figures and how much input they get for the month as against their output. They will do everything to try to cut corners and if possible over look quality to get the desired target numbers.

In a nutshell, an effective Quality Control department will always not agree with the production department because they have different goals to achieve; one about figures and the other about quality.

With a crucial comment, Harold Dodge, one of the architects of quality management, altered our perspective on quality: "You cannot examine quality into the product." The only issue with this remark is that it has been around for decades but has yet to be completely accepted by manufacturing companies or even their quality departments.

And I've always felt that a competent quality control department starts with the goal in mind when developing their quality system. What, specifically, does the consumer place a high value on? It's possible that it's not exactly what they claim to be concerned about. To comprehend the customer's actual value, a competent Quality Control Department must be able to accept the customer's comments, observations, and good data on their actions.