He is doing the right thing. They start out low volume and are ramping up. Little issues that are ignored can end up being really big issues (and expensive) once combined with all the other little issues at higher volumes. Additionally every single one of them can be learned from. Maybe you need to tweak the design to improve things, maybe a new machine will help, perhaps a supplier is having issues which will blow up as volume ramps.
When you are doing manufacturing there is something they call the learning curve which is roughly the rate at which efficiency improves. The more attention and learning you can do earlier on, the steeper that curve can be which will also affect your profitability. http://en.wikipedia.org/wiki/Experience_curve_effects
For example current estimates are that Boeing are losing $100m on each 787 manufactured. They expect that their learning curve will bring them into profitability down the road, which much debate as to how steep the curve is, whether it will be better than prior planes (eg 777), and if Boeing was the capital to keep this up.
When you are doing manufacturing there is something they call the learning curve which is roughly the rate at which efficiency improves. The more attention and learning you can do earlier on, the steeper that curve can be which will also affect your profitability. http://en.wikipedia.org/wiki/Experience_curve_effects
For example current estimates are that Boeing are losing $100m on each 787 manufactured. They expect that their learning curve will bring them into profitability down the road, which much debate as to how steep the curve is, whether it will be better than prior planes (eg 777), and if Boeing was the capital to keep this up.