Choosing measures that reflect the work, cost of quality, root cause techniques that get past the first answer, sampling and inspection, and running a retrospective that changes something.

For readers who now have to show that quality is being managed, not merely claimed, and to measure performance without distorting it.

You come away able to pick measures that do not reward the wrong behaviour, trace a recurring defect to its cause, and show whether quality is improving or merely being reported differently.

Designing a quality system teams will use rather than work around, statistical thinking for non-specialists, supplier quality, audit without theatre, and balancing prevention against inspection.

Aimed at people responsible for quality across several teams, where standards have to be consistent without becoming bureaucratic.

You can build quality practices that survive contact with a deadline, judge whether a process is working from evidence rather than compliance, and set standards teams do not resent.

Setting quality policy, deciding how good is good enough for a given context, why measurement systems degrade over time, and the tension between quality, speed and cost stated honestly.

The deepest level, concerned with what an organisation should mean by quality at all, and with the trade-offs that answer implies.

You can define what quality means for a particular organisation and defend that definition, recognise a measurement system that has stopped telling the truth, and choose deliberately between quality and speed.