That's partly the point of the article, except the article acknowledges that this is organizationally hard:

> You get things like the famous Toyota Production System where they eliminated the QA phase entirely.

> [This] approach to manufacturing didn’t have any magic bullets. Alas, you can’t just follow his ten-step process and immediately get higher quality engineering. The secret is, you have to get your engineers to engineer higher quality into the whole system, from top to bottom, repeatedly. Continuously.

> The basis of [this system] is trust. Trust among individuals that your boss Really Truly Actually wants to know about every defect, and wants you to stop the line when you find one. Trust among managers that executives were serious about quality. Trust among executives that individuals, given a system that can work and has the right incentives, will produce quality work and spot their own defects, and push the stop button when they need to push it.

> I think we’re going to be stuck with these systems pipeline problems for a long time. Review pipelines — layers of QA — don’t work. Instead, they make you slower while hiding root causes. Hiding causes makes them harder to fix.