Insufficient quality management during product development, launch, and production can lead to subsequent costly projects and programs to rectify problems. This is especially true when safety- critical items are involved. The 2015 global recall of a large variety of automobile makes, which affected millions of owners, is such as case. The massive recall was related to potentially defec- tive airbags used by auto manufacturers following reports that the airbags had inflators that could explode and expel metal and plastic shards into vehicle occupants. The airbags were supplied by Takata Corporation of Japan, the second largest global supplier of airbags and seatbelts. A New York Times report found a total of at least 139 reported injuries across all automakers; in Honda vehicles alone, at least two deaths and 30 injuries were reported. When the fault was first announced in 2013 only six makes were involved, but by 2015 a large range of makes and 34 million vehicles in the USA alone were potentially affected. It was said that Takata was ramping up to produce replacements at the rate of 10 million per year. Initially it was thought that propellant chemicals were mishandled and improperly stored during assembly, which might cause the metal inflators to explode due to extreme internal pres- sure. Later, humid weather was thought to have played a role as well. Takata cited other possible contributors, including rust, bad welds, and in at least one case chewing gum dropped into an inflator. Documents showed that in 2002 Takata's plant in Mexico allowed a defect rate that was "six to eight times above the acceptable limit, or roughly 60 to 80 defective parts for every 1 million airbag inflators shipped. 1) List specific costs incurred by recall programs to withdraw vehicles from use; include costs for (a) loss of automaker or Takata reputation and future sales, (b) litigation between automakers and Takata and (c) lawsuits resulting from people killed and injured. 2) Discuss specific procedures and steps in the design and manufacturing processes for safety-critical components and systems, and how they should differ from procedures and quality management steps for noncritical items. What specific techniques and procedures would you recommend for the design and manufacture of such safety-critical items? 3) What specific techniques and procedures would you recommend for the design and manufacture of such safety-critical items? 4) Specifications often state that a certain incident or event should not occur more than, say, once in 1 million or once in 10 million times. Explain why tests to ensure such a requirement are difficult and costly