When the program first starts, internal audits will routinely turn up quantities of majors. A few may still slip through, even after registration. By the time you reach transparency, majors tend to be a thing of the past. Middle managers are routinely writing corrective action requests. This is a strong sign because the typical middle manager has tended to address problems on a solo basis rather than working through the system.
Management reviews become strategic in nature rather than tactical.
Later, after implementation and registration, senior management tends to realize what an excellent tool these reviews are not only for reviewing the quality system processes, but for improving the process over the long term. Employees watch the numbers. With your system, you track performance against defined goals. You know you are at a state of transparency when employees keep an eye on the numbers themselves. Procedures and other quality system documents are routinely being reviewed and updated as processes change and improvements are put into place.