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Muhammad Fahmy
Quality Manager
1
C ONT ENT S
• Some equate “QUALITY COSTS” with the costs of poor quality (mainly the costs of
finding and correcting defective work).
• Others equate the term with the costs to attain quality.
• Still others use the term to mean the costs of running the Quality department.
HISTOR Y
• It was Joseph Juran who first discussed the cost of quality analysis in
1951 in the first edition of “Quality Control Handbook”
• Cost of conformance is the cost incurred in ensuring that things are done right
the first time.
• It is the cost of providing products or services as per the required standards.
• This can be termed as good amount spent. (Prevention & Appraisal costs)
Quality Costs
• The emphasis is on the prevention of defects in order to reduce the probability of producing
defective products.
• Prevention activities lead to reduction of appraisal costs and both type of failures ( internal and
external ).
• Market Research
• Quality planning : It includes the cost associated with creating the entire quality plan , communication of quality
plans to all the employees.
• New product review :Cost of reliability and other quality related activities associated to launching new designs.
• Cost of training : It consists of either training the workers , supervisors and managers .Cost involved in
arranging training programs, attending technical exhibitions , seminars and conferences etc.
• Quality audits : Cost involved in evaluating the execution of activities in overall quality plans involved in the
organization.
• Appraisal costs are spent to detect defects to assure conformance to quality standards.
• It is the cost expenditure on inspection and testing.
• Appraisal cost activities sums up to the “cost of checking if things are correct”.
• The appraisal costs are focused on the discovery of defects rather than prevention of defects
• These are the failure costs occurring prior to delivery or shipment of the product, or the
furnishing of a service, to the customer.
• These are the costs that would disappear if no defect is found in the product beforedispatching.
ACTIVITIES ASSOC IAT E D WITH INTERNAL
FAILURE C O S T S
• These are the costs incurred after the product is dispatched to the consumer.
• It may include the cost to the business of providing a bad service or product and this may also result
into cancellation of order.
• Warranty charges
• Complaint adjustment : Costs of investigation and adjustment of
justified complaints attributed to defective product or installation.
• Returned material : Costs associated with receipt and replacement of
defective product received from the field.
• TQM is primarily aimed to improve the quality of the product , higher customer satisfaction and
better working environment for the employees. The most dramatic impact of TQM is on
reduction of quality costs which directly effect the profitability .
• This is demonstrated by the results of TQM program in Xerox Corp . The change in various
elements of quality cost before and after launching TQM by Xerox Corp is shown on the next
slide.
IMPACT O F TQM ON C O S T S .
30
25 Internal
% of sales
Failure
20
15 Internal
Failure
Appraisal
10
Appraisal
5
Prevention
prevention
0
Before Quality After Quality
E F F E C T S O F IDENTIFYING C O Q
GOAL O F C O Q S YST E M
The goal of using COQ is to increase prevention activities in order to eliminate internal and external
failures and to reduce appraisal activities.
WHY M E A S U R E C O Q ?
“When you measure what you are speaking about and express it
in numbers, you know something about it”
Money is the language of management, you need to show them the numbers
- Crosby
B ENEFIT S O F MINIMIZING C O Q …
Decreases Increases
• Defects • Sales
• Overall Costs • Profit
• Returned Goods • Capacity
• Customer Complaints • Customer Satisfaction
• Owner & Mgmt. Stress • Market Share
• Decrease Legal Costs • Competitive Edge
• Employee Satisfaction
M E ASURING C O S T O F QUALITY…
• % age of sales
• % age of profits
• % age of manufacturing cost
• Rs per direct labor hr
• Rs per unit of product
STEPS IN IMPLEMENTING QUALITY
COSTS
The following sequence applies to most organizations -
• 1. Review the literature on quality costs or consult others in similar industries who are using the
same tool.
• 2. Select one organizational unit of the company to serve as a pilot site. This unit may be one plant,
one large department, one product line, etc.
• 3. Discuss the objectives of the study with the key people in the organization.
• 4. Collect whatever cost data are conveniently available from the accounting system and use this
information to gain management support to make a full cost study.
• 5. Make a proposal to management for a full study. The proposal should provide for a task force of
all concerned parties to identify the work activities that contribute to the cost of poor quality.
Work records, job descriptions, flowcharts, interviews, and brainstorming can be used to identify
the activities.
STEPS IN IMPLEMENTING QUALITY
COSTS (CONTD.)
• 6. Publish a draft of the categories defining the cost of poor quality.
• 7. Finalize the definitions and secure management approval.
• 8. Secure agreement on responsibility for data collection and report preparation.
• 9. Collect and summarize the data. Ideally, this should be done byAccounting.
• 10. Present the cost results to management along with the results of a demonstration quality
improvement project (if available). Request authorization to proceed with a broader companywide
program of measuring the costs and pursuing projects.
• Use a successful case history (a “bellwether” project) of quality improvement in the company to
justify a broader program.
The company wants to assess its quality assurance program and develop quality index using sales
basis for the 4 year period.
KEY POINTS OF STUDY:
• Approximately 75% of the H&S’s total quality costs are a result of internal and external failures.
• In 2000 company spent more money on product monitoring and inspection that resulted into high
appraisal cost.
• With this strategy, H&S was able to identify more defective items, resulting in an apparent
increase in internal failure cost and lower external failure cost.
• In year 2001 & 2002 company spent more money on prevention activities i.e. training of
employees, redesigning the production process and planning how to build in product quality etc.
• Prevention costs increased by more than 300 % during the 4 year period resulted into decrease
in overall quality costs.
The H&S company also desired to develop index numbers using quality costs as a proportion of
sales.
These index no's alone provide little insight into the effectiveness of the quality management
program; however as a standard to make comparisons over time they can be useful.
RELATIONSHIP BETWEEN
PREVENTION+APPRAISAL
AND FAILURE C O S T S
INVESTING IN P R EVENTION C O S T S . .
• Richard W. Anderson, former general manager of the computers systems division of Hewlett-
Packard, expresses this point in his widely cited quote explaining the damage caused by a two-
cent resistor:
• If you catch the resistor before it is used and throw it away, you lose two cents. If you don’t
catch it until it has to be soldered into a computer component, it may cost $100 to repair the part.
If you don’t catch the component until it is in a computer user’s hands, the repair cost will
amount to hundreds of dollars and may exceed the manufacturing costs.
By eliminating a defective product in the early stages of production, a company can greatly
reduce its cost of poor quality. Investing in prevention costs, therefore, is extremely important.
C O N C LU SI O N …
NO
Is Cost related to
Evaluating the YES APPRAISAL
Conformance ?
NO INTERNAL FAILURE
Is Non-Conformance
Is Cost related to
YES found prior to
Non-conformance?
Shipment ?
YES
NO
NO
Not a QualityCost
EXTERNAL FAILURE
C ONC LUSION