Quality costs in practice and an analysis of the factors affecting quality cost management

Glogovac, Maja; Filipović, Jovan

doi:10.1080/14783363.2016.1273105

Cited by 34 publications

(42 citation statements)

References 69 publications

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“…Glogovac and Flipovic (2018) expanded the level of knowledge about quality costing in active companies including both manufacturing and service-based companies. Their results confirm that companies which attribute to the fulfillment of certain requirements of ISO 9001:2015 for the adequacy of COQ management achieve better results [25].…”

Section: -mentioning

confidence: 55%

Prioritizing the Main Elements of Quality Costs in Design-Build Mass-Housing Projects

Balouchi

Gholhaki

Niousha³

2019

Civ Eng J

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Reducing the cost of quality in mass-housing projects can reduce the overall cost and can also result in increasing profitability or the possibility of getting more projects due to the lower price offered in the tenders. The first step to reduce the cost of quality is to identify different elements, determine their impact on the final product quality and then prioritize them. In this study, questionnaires and structured interviews with experienced construction professionals were employed to identify and prioritize the fundamental elements using the P-A-F (prevention, evaluation, and failure) method, one of the most well-known methods for categorizing quality costs. The results indicate a high impact of preventive activities and the low impact of external failure activities on final product quality. According to the results, the use of experienced specialists and skilled workers is more effective than in-service training of inexperienced forces. Corrective actions of non-conformities and design improvements have a significant impact on final product quality. The new approach to COQ elements ranking, used in this research, can help decision-makers to prioritize the most effective activities in construction projects to increase final quality with an optimum quality cost.

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Section: -mentioning

confidence: 55%

Prioritizing the Main Elements of Quality Costs in Design-Build Mass-Housing Projects

Balouchi

Gholhaki

Niousha³

2019

Civ Eng J

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“…However, the situation in the practice still does not show that it is entirely adequate (Glogovac & Filipovic, 2017). In fact, quality management in all, or almost all, processes are implemented in only about 30 % of the companies, while a significant majority (72 %) of respondents point out that their companies do not apply any of the quality cost models.…”

Section: Activity Input Datamentioning

confidence: 98%

A Model for Prioritization of Improvement Opportunities Based on Quality Costs in the Process Interdependency Context

Glogovac

Filipović

Zivkovic

et al. 2019

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In this paper, the PAF (preventive-appraisal-failure) quality costs model is used on the process level, in order to identify those processes which are critical as a top-priority for improvement. The elements of quality costs are considered in relation to the outputs of the processes, where the principle that one process affects the quality of another process by its outputs is taken into account. That is why the failure costs of the affected processes should also be assigned to the quality costs of the observed process. Using the factors proposed in the Process cost model, costs are identified and calculated for each process for two moments: the current (before improvements) and desired (after improvements). Improvements are implemented on the basis of the causes of nonconformity analysis and according to the PAF model assumption that preventive and appraisal activities reduce failure costs and the total costs of quality. The difference between the total costs of quality in two observed moments is seen as the greatest possible quality cost reduction for the observed process. This value is used as a criterion for ranking the processes according to their priority for improvements, taking into account the assumption of the PAF model that greater costs mean lower quality and hence a higher priority for improvement.

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“…Indeed, many authors (Jaju, Mohanty, & Lakhe, 2009;Djekic, Zaric & Tomic, 2014;Martinez & Selles, 2015) point out that quality costs are related to the quality management system and other researchers (Chiarini, 2015;Glogovac & Filipovic, 2017) have even analysed the connection between the effectiveness of CoQ management and ISO 9001:2015 requirements.…”

Section: Factor Analysismentioning

confidence: 99%

“…The authors of quality cost surveys conducted worldwide reported disappointment at the small number of companies with formal system of identification, measurement and management of quality cost. They stated that only some firms implement a COQ measurement system but do not report these costs systematically, nor do they use reports properly as an opportunity for improvement (Glogovac & Filipovic, 2017). Thus, it can be concluded that despite the recognised importance of the implementation of a quality costing system (QCS), the concept is not widely applied.…”

Section: Introductionmentioning

confidence: 99%

Quality cost management in Moroccan industrial companies: Empirical study

Ayach

Anouar

Bouzziri

2019

JIEM

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Purpose: The purpose of this study is to give an insight into the practices of Moroccan industrial companies in the area of managing quality costs. Furthermore, it analyses how the quality costing system (QCS) implementation and sophistication differentiate according to a number of variables (size, business market orientation, QMS Maturity...).Design/methodology/approach: In order to achieve this objective, a questionnaire survey has been conducted among a heterogeneous sample of 1000 industrial companies that are operating in the national territory yielding a response rate of 23.4%. This study uses exploratory and chi-square test in the process of answering the above-mentioned questions.Findings: The survey highlighted the limited use of quality costing practices among Moroccan industrial companies. Results indicated that 42.6% of surveyed companies are engaged in QCS while 63.4% of them do not. The primary barrier is the complexity of QCS implementation. Besides, findings pointed out that origin, business activity, business market orientation and QMS maturity level are prominent to QCS implementation (p<0.05).Originality/value: This is one of the first studies to provide an insight into practices of Moroccan industrial companies in the area of managing quality costs. Indeed, several studies were led in different countries but no empirical study has been conducted in Morocco. This will give a clear picture of the situation at the national level.Research limitations/implications: The major limitation of the study is the limited number of respondents. Future researches should be conducted to cover a bigger sample size from manufacturing and services sector as well.Practical implications: The findings provide an insight into the barriers to QCS implementation which can be used as basis to identify ways to overcome these difficulties, to develop guideline and reveal best practices in the implementation of COQ reporting system.

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Quality costs in practice and an analysis of the factors affecting quality cost management

Cited by 34 publications

References 69 publications

Prioritizing the Main Elements of Quality Costs in Design-Build Mass-Housing Projects

Prioritizing the Main Elements of Quality Costs in Design-Build Mass-Housing Projects

A Model for Prioritization of Improvement Opportunities Based on Quality Costs in the Process Interdependency Context

Quality cost management in Moroccan industrial companies: Empirical study

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