The culture at this company, in the US, has a long ways to go. The turnover among the support staff (engineering, quality, regulatory, R&D, etc.) is high. Operations turnover is even higher. The annual engagement scores are pretty bad, but in some functions, such as quality, they're abyssmal. A big reason for the lack of engagement is turnover. The turnover is caused by burnout. The burnout is due to a lack of resources and ancient systems, paper-based records, and a lack of collaboration.
The quality group in the US is overseen by the site in California. The leadership at the CA site is not in tune with what the Minnesota site needs and does not give focus to this site. All of the quality resources are based out of CA. These resources rarely, if ever, extend to MN. However, the MN site has the same needs, projects, and areas of improvement as CA. This creates friction between the two sites.
The culture in quality is one of blaming. There are a few individuals who are very good at coaching and driving improvements, but the majority place blame on others and do not partner with the other support functions. The same problems occur time and again, and rarely are appropriate corrective actions taken to prevent recurrence - just band-aid after band-aid. Again, there are some people who do not operate in this manner, but they are few and far between and do not have adequate support from management.