For specific guidance on setting, quantifying and measuring quality goals, take a look at these articles (Quantifying Qualitative Requirements, Rich Requirements) by Tom Gilb.

Philip Crosby was with the ITT corporation in its glory days. He describes the development and introduction of a 14-step Quality Improvement Program across the corporation. ITT is reportedly saved $720M one year using his approach.

In this book, Philip Crosby introduced a definition of Quality as 'conformance to requirements' and Quality Costs as the costs of non-conformance. At that time... and perhaps still, 'quality' tends to be thought of as somehow linked to luxury or as unnecessary and expensive 'goodness'; hence the book title. Crosby provided a down-to-earth, workable definition.

He also discusses Zero Defect programs ('right first time'), defect prevention, Quality Control versus Quality Assurance, and the role of management in successful quality improvement initiatives.

Unfortunately, this is a poorly produced book and if you can forgive that, you may well find the ideas expressed well worth the struggle with the poor production.

Peter Scott-Morgan's thesis is that if you understand the rules or the interactions that operated within an organisation, you have enormously increased your ability to identify the levers you can pull to help get the organisational change outcomes you want. Equally important, you can identify the levers to stay well away from unless you want real trouble.