Management often considers quality to be a technical function, not a management function. In fact, it's management's responsibility to provide a clear performance standard and definition of quality; if they don't, employees develop their own. The resultant operational inconsistencies produce problems causing companies to have extensive field service or dealer networks skilled in rework or resourceful corrective action to keep customers happy, but at a very high cost. Personnel start to believe that error is inevitable and is just a cost of doing business; they see no way to change. Management wants to change things, but isn't sure what to do or how to do it.