There is no rule which says that a product may only have one problem. From what I have read there are reports of: a motor design barely fit for the job, (even when it runs well the current draw is typically high, and it gets warmer than the norm for small motors); many early life failures of motor windings (I wouldn't be surprised if this turns out to be a problem with the wire, either impure copper and/or undergauge and/or inadequate lacquer application); and tight fits of worm shaft bearings (poor control of machining tolerances). So the product then becomes a lottery in terms of what the end customer gets, and one man's 'here's how I fixed mine' is not universally applicable.
When process control starts to slip in a manufacturing outfit, it quickly becomes universal. The reason is simple: this is a managment responsibility. When manager Jones starts cutting corners in his department and reporting improving yield or throughput, or reduced unit cost; managers Green, Smith, Brown, are not to be outdone (after all their promotions depend on performance) and make similar moves in their departments. Typically what the leader of this development does is 'eat' much or all of the tolerance built into the design to allow for normal variation in production, so quality loss in the end product is not immediately perceived. But when the followers all similarly attempt to 'eat' the same tolerance, the end product quality suddenly degrades. Welcome to the wonderful world of production quality assurance. For those interested read any book by my hero, W Edwards Deming.