This study examines the efficacy of the Quality Management System in a paint manufacturing setting, with a specific emphasis on reducing both internal and external defects. The research examines the dedication of senior management, the correlation between cost and quality, and obstacles to the sustainable operation of the Quality Management System (QMS) in order to tackle the ongoing problem of faulty products. The study employs a mixed-method approach, combining quantitative analysis of employees' perspectives from different branches with qualitative evaluation of internal rejects and customer complaint processes. The findings indicate that there are varied opinions about the level of dedication from senior management towards the Quality Management System. It is also evident that there are significant financial consequences associated with quality failures. Additionally, there are notable obstacles that hinder the long-term viability of the QMS, such as employees' comprehension and training. Suggested measures involve increasing the involvement of senior executives, enhancing the training program for Quality Management System, and establishing well-defined channels for communication. Future research should expand the range and comprehensiveness of Quality Management System (QMS) studies, investigating different models and their influence on staff training, commitment from leadership, and organizational culture in order to strengthen the effectiveness of QMS.