Poor-Quality Cost

Harrington,

doi:10.1201/9780429259128

Cited by 117 publications

(22 citation statements)

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“…Assessment of quality costs increases possibilities to find costs that usually are reflected in organization's additional expenses. Harington (1987), Akkoyun and Ankara (2009) state that, it is important to coordinate the system of quality costs assessment with activities of process development, i.e. to use the results of quality costs analysis for the continuous processes or product improvement.…”

Section: Classification Of Quality Costsmentioning

confidence: 99%

“…to use the results of quality costs analysis for the continuous processes or product improvement. Harington (1987) emphasizes that one of the most important quality costs assessment advantages is that decreasing quality costs tendencies can be the best way to increase organization's profit by improving quality and decreasing the need for additional work resources, raw materials and other elements. Although, quality costs assessment is not only a quality costs management driver; it can also materially affect the reliability of the assessed quality cost (Tawfek, Mohammed and Razek, 2012).…”

Section: Classification Of Quality Costsmentioning

confidence: 99%

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The Quality Costs Assessment in the Aspect of Value Added Chain

Daunorienė

Katiliūtė

2016

QIP Journal

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Purpose: The main purpose of this paper is to focus on the quality costs influence direction and intensity on the added value in the aspect of value chain.Methodology/Approach: The article is based on a nomothetic point of view that includes three modules: conceptual, hypothetical – deductive and inductive methods. To formulate theoretical aspects of quality costs evaluation, comparative and chronological analysis of scientific literature is used. Empirical results of the research are obtained by applying method of expert evaluation.Findings: During expert evaluation procedure is identified and selected significant quality costs elements. It is a useful tool to identify quality costs thought value chain processes. Created model of quality costs assessment in the aspect of value added chain is based on identification and classification of quality costs elements and allows to measure and to evaluate influence of quality costs, its direction and intensity on the added value.Research Limitation/implication: The formulated model of quality costs assessment in the aspect of value added chain is assigned to the models that “are oriented towards the situation”, i.e. diverted towards organizational analyses.Originality/Value of paper: The paper complements the gap between theoretical and practical framework of determining influence of quality costs on added value and proves importance of the assessment of quality costs elements in the aspect of added value chain.

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Section: Classification Of Quality Costsmentioning

confidence: 99%

Section: Classification Of Quality Costsmentioning

confidence: 99%

The Quality Costs Assessment in the Aspect of Value Added Chain

Daunorienė

Katiliūtė

2016

QIP Journal

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“…Examples of common quality cost components that belong to each of the four categories are shown in Table I. For more examples, see Campanella (1990), Gryna et al (2005) or Harrington (1987). The latter composed a comprehensive list of quality costs including 101 prevention costs, 73 appraisal costs, 139 internal failure costs and 50 external failure costs (Kim and Nakhai, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Long-run dynamics between cost of quality and quality performance

Sturm

Kaiser

Hartmann

2019

IJQRM

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Purpose The dynamics of quality performance and quality cost are gaining renewed interest in quality management literature. Using large sample secondary data, the purpose of this paper is to build up empirical evidence for increasing quality performance in manufacturing in the long-run. The authors then examine whether it is possible to reduce internal and external failure cost over time without increasing prevention and appraisal expenditures in return. Finally, a scale effect in reducing quality cost is measured to clarify the long-run dynamics between quality cost and quality performance. Design/methodology/approach The authors conduct statistical analysis on a large sample secondary data set to reveal relationships between total cost of quality, its components and overall quality performance. Findings Significantly higher quality performance and lower quality cost are observed in the long-run. Quality costs grow less than half as fast as sales volume, pointing to a significant scale effect in quality cost reduction. Practical implications Businesses can use these implications for targeting failure costs and budgeting appraisal and prevention costs. Based on company-specific historical learning behavior through prevention and appraisal activities, an increasingly reliable prognosis of failure cost shall be possible. Originality/value For the first time, quality performance and cost dynamics are assessed using a secondary data set with more than 400 observations. A scale effect for quality cost reduction is measured. The results are of great importance to quality management practice and research.

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“…In the Do stage it is fundamental to capture the voice of the customer. Six Sigma tends to cut down external COPQ (Harrington, 1986) such as warranty costs, returned goods and penalties. According to El‐Haik and Al‐Aomar (2006) and Pyzdek (2009), this is what Six Sigma does better, especially through quality function deployment, a tool used in the first stages of the project.…”

Section: Six Sigmamentioning

confidence: 99%

Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma

Chiarini

2011

International Journal of Lean Six Sigma

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PurposeThe purpose of this paper is to compare and discuss the evolution of six important management systems: Japanese Total Quality Control (JTQC), Total Quality Management (TQM), Deming's system of profound knowledge, Business Process Reengineering (BPR), Lean Thinking and Six Sigma. Indeed, the contribution of this paper lies in the concurrent analysis and classification, by the means of a literature review, of the results and critical implementation factors of the six systems. Deming's Plan‐Do‐Check‐Act (PDCA) has been used to classify the findings from the literature review.Design/methodology/approachThe research methodology is based on a literature review. The literature review has been carried out for each single system, trying subsequently to compare and discuss the results.FindingsInside the six systems, nine common factors have been found and proposed. They are: results and benefits; management style; deployment of the system; employee management, deployment and participation; voice of the customer; tools, techniques and IT; optimisation of the system; day‐by‐day check and control of the results and review of the system.Research limitations/implicationsThis paper presents some limits due to the fact that it is based on a literature review. This implies that more research about the findings should be carried out: TQM in Western companies, Six Sigma that could have substituted TQM, Six Sigma and TQM in Japan, Deming's system developments and the influence of the Japanese style on Lean Six Sigma.Originality/valueFor the first time a paper tries to compare and discuss the six most important systems dedicated to quality and operations improvement.

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Poor-Quality Cost

Cited by 117 publications

References 0 publications

The Quality Costs Assessment in the Aspect of Value Added Chain

The Quality Costs Assessment in the Aspect of Value Added Chain

Long-run dynamics between cost of quality and quality performance

Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma

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