This document discusses the cost of poor quality (COPQ) and how measuring quality costs can help businesses. It defines COPQ and outlines the different types of quality costs including prevention, appraisal, internal failure, and external failure costs. Measuring COPQ exposes hidden costs and provides a tool to prioritize issues, measure improvements, and maximize profits by reducing waste. The benefits of using quality cost metrics include aligning quality goals, prioritizing problems, and incentivizing doing tasks right the first time.
The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the country was undergoing major quality revolution and had become a mandatory topic as part of Japanese’s industrial training program. These tools which comprised of simple graphical and statistical techniques were helpful in solving critical quality related issues. These tools were often referred as Seven Basics Tools of Quality because these tools could be implemented by any person with very basic training in statistics and were simple to apply to solve quality-related complex issues.
Quality Maintenance is an "advanced" pillar of TPM and aims to assure zero defect conditions. Also known as Hinshitsu Hozen in Japanese, it does this by understanding and controlling the process interactions between the 4Ms - manpower, material, machines and methods that could enable defects to occur. The key is to prevent defects from being produced in the first place, rather than screening them out through inspection systems after they have been produced. Controlling quality through its causes is the essence of Quality Maintenance.
Developed by our JIPM-certified TPM Instructor, this presentation teaches the key concepts, principles and philosophy of Quality Maintenance, the 4M conditions that are essential for defect-free production, as well as the step-by-step process for Quality Maintenance.
LEARNING OBJECTIVES
1. Understand the key concepts, principles and philosophy of Quality Maintenance
2. Acquire knowledge on the 4M conditions and the prerequisites for promoting Quality Maintenance
3. Describe the 8-step process of Quality Maintenance and the key analytical tools and techniques
CONTENTS
1. Key Concepts & Philosophy of Quality Maintenance
2. 4M Conditions - The Determinants of Quality
3. The 8 Steps of Quality Maintenance
4. Key Tools & Techniques for Quality Maintenance
5. Towards Excellence in Quality Maintenance
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the country was undergoing major quality revolution and had become a mandatory topic as part of Japanese’s industrial training program. These tools which comprised of simple graphical and statistical techniques were helpful in solving critical quality related issues. These tools were often referred as Seven Basics Tools of Quality because these tools could be implemented by any person with very basic training in statistics and were simple to apply to solve quality-related complex issues.
Quality Maintenance is an "advanced" pillar of TPM and aims to assure zero defect conditions. Also known as Hinshitsu Hozen in Japanese, it does this by understanding and controlling the process interactions between the 4Ms - manpower, material, machines and methods that could enable defects to occur. The key is to prevent defects from being produced in the first place, rather than screening them out through inspection systems after they have been produced. Controlling quality through its causes is the essence of Quality Maintenance.
Developed by our JIPM-certified TPM Instructor, this presentation teaches the key concepts, principles and philosophy of Quality Maintenance, the 4M conditions that are essential for defect-free production, as well as the step-by-step process for Quality Maintenance.
LEARNING OBJECTIVES
1. Understand the key concepts, principles and philosophy of Quality Maintenance
2. Acquire knowledge on the 4M conditions and the prerequisites for promoting Quality Maintenance
3. Describe the 8-step process of Quality Maintenance and the key analytical tools and techniques
CONTENTS
1. Key Concepts & Philosophy of Quality Maintenance
2. 4M Conditions - The Determinants of Quality
3. The 8 Steps of Quality Maintenance
4. Key Tools & Techniques for Quality Maintenance
5. Towards Excellence in Quality Maintenance
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
Total Quality Managment - TPM - final year B.E.cs - Presented by DR. K. BARANIDHARAN, SAIRAM INSTITUTE OF MANAGMENT STUDIES (sims) SRI SAI RAM INSTITUTE OF TECHNILIGY (sit) CHENNAI
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
A unique approach of QFD in overall design process improvement..
This presentation is a part of case-study based lecture at Symbiosis Institute of Business Management, Bangalore, India.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
Total Quality Managment - TPM - final year B.E.cs - Presented by DR. K. BARANIDHARAN, SAIRAM INSTITUTE OF MANAGMENT STUDIES (sims) SRI SAI RAM INSTITUTE OF TECHNILIGY (sit) CHENNAI
A cobbled together set of slides to summarise a talk given to Alliants Ltd, with a piece of chalk and a blackboard. This talks about the main principle of the Kano Model, devised by Noriaki Kano in 1984.
Bitcoin, Transaction Fees and The Cost of Poor QualityRSky215
For decades, transaction fees have been an unavoidable cost of doing business for merchants. This document seeks to explore The Cost of Poor Quality and the implications Bitcoin has to eliminate these costs and dramatically increase profit margins.
A presentation on the different methods to use to control quality and prevent internal and external failure to avoid the catastrophic inestimable price of poor quality.
Develop a Defect Prevention Strategy—or Else!TechWell
Defects occurring throughout the development of a software project penalize the project. The effort spent remediating these defects robs the project team of valuable time, resources, and money that could otherwise be used for further innovation and delivering the highest possible quality product to wow the customer. The occurrence of a large percentage of these defects can be avoided with preventive defect removal strategies. Scott Aziz describes various methods for removing defects during the early design and development phases―long before testing. Methods include requirements-based testing that eliminates 95 percent of requirements defects prior to the coding phase, code reviews and inspections, and establishing model-based test design practices that allow for testing business requirements before any code is developed. Take back and adopt in your environment some of the most effective early defect prevention practices known and practiced in the industry today.
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Managers and workers speak
the language of things but
Senior leaders speak the
language of money...
…COPQ allows us to translate
the things into money.
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Cost of Poor Quality
Prevention
Cost of Attaining Quality
Appraisal: Prediction
Audit
Appraisal: Detection
Cost of Poor Quality
Failure: Internal
External
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Components
Non-Conformance
$
Conformance
$
$
Quality Costs
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I want my
money
back!
I want my
money
back!
Cost of Quality (COQ)Cost of Quality (COQ)
PreventionPrevention AppraisalAppraisal
Internal
Failure
Internal
Failure
External
Failure
External
Failure
$$
Total Quality Cost
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COPQ Overview
Definitions
All activities and processes that do not meet agreed
performance and/or expected outcomes
Costs that would disappear if every task were always
performed without deficiency
Actual Cost - Minimum Cost = COPQ
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Traditional Cost of Poor Quality
(4-5% of Sales)
When quality costs are initially determined, the categories
included are the visible ones as depicted in the iceberg below.
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
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Cost of Poor Quality
As an organization gains a broader definition of poor quality,
the hidden portion of the iceberg becomes apparent.
Late Paperwork High CostsPricing or
Billing Errors
Excessive Field
Services Expenses
Incorrectly Completed
Sales OrderLack of Follow-up
on Current Programs
Excessive
Employee Turnover Planning Delays Excess Inventory
Excessive
System CostsOverdue Receivables
Complaint
Handling
Unused Capacity
Time with
Dissatisfied Customer
Excessive Overtime
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
Development Cost of Failed Product
Hidden COPQ: The
costs incurred to
deal with these
chronic problems
Premium Freight Costs
Customer Allowances
COPQ ranges
from 15-25%
of Sales
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Sigma
6 sigma
5 sigma
4 sigma
3 sigma
2 sigma
Cost
<10% of sales
10-15% of sales
15-20% of sales
20-30% of sales
30-40% of sales
Quantifying the Potential Benefit
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The ratio of the individual category costs to total costs
varies widely. Many companies exhibit ratios which look
like the following:
Quality Cost Category Percent of Total
Internal Failure 25 to 40
External Failure 25 to 40
Appraisal 10 to 50
Prevention .05 to 5
What's Wrong With This Picture?
What Does Reality Look Like?
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Examples of Prevention Expense
Quality Planning
Training and Education
Process Definition
Customer Surveys
Preproduction Reviews
Technical Manuals
Detailed Product
Engineering
Early Approval of Product
Specifications
Purchase Cost Targets
Process Capability
Studies
Preventive Maintenance
Supplier Qualification
Job Descriptions
Housekeeping
Zero-Defect Program
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Supplier Certification
Employee Surveys
Security Checks
Safety Checks
Reviews:
– Operating Expenditures
– Product Costs
– Financial Reports
– Capital Expenditures
Examples of Appraisal Expense
Test
Inspection
Process Controls
Train QA Personnel
Product Audits
Quality Systems Audits
Customer Satisfaction
Surveys and Audits
Prototype Inspection
Accumulating Cost Data
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Supplier Problems
– Scrap and rework
– Late deliveries
– Excess inventory
Equipment Downtime
Accidents, Injuries
Absenteeism
Unused Reports
Missed Schedule Cost
Lost Sales (any cause)
Examples of Internal Failure Costs
Substandard Product
Scrap or Rework
Re-inspection
Redesign/Engineering
Change
Process Modifications
Payroll Errors
All Expediting Costs
Off-Spec/Waiver
Abandoned Programs
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Examples of External Failure Costs
Product Recall
Handling Complaints
Customer Service
Caused by Errors
Products Returned
Analysis of Returns
Evaluation of Field Stock
Late Payments and
Bad Debts
Lawsuits
Reports
– Sales and service
– Returns and allowances
– Failure
Lost Sales Because of Customer Dissatisfaction!
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Non-value Added Work
Common activities that provide no benefit to customers.
Some result from internal or external failure
Some are unnecessary inspection
Examples
Rarely used information systems
Memos never read
Financial reports not used
Irrelevant procedures
Meetings with no objectives or outcomes
Definition
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The Hidden Organization
“Theoretical Cycle Time: The back-to-back process time
required for a single unit to complete all stages of a task
without waiting, stopping, or setups.”
Product
Step
1
Step
2
Floor SpaceFloor Space Floor SpaceFloor Space
Floor SpaceFloor Space
Value Added
Non-Value Added
Philip R. Thomas, Competitiveness
Through Total Cycle Time. McGraw-
Hill (1990)
The Hidden Factory
Analyze
Fix
Test
Analyze
Fix
Test
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Why Cost of Poor Quality?
Reporting Tool
Comparisons
Trends
Analytical Tool
Priorities
Tradeoffs
Investment Tool
ROI
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Focus of COPQ Efforts
Identify and Quantify Quality Costs
Expose the “Hidden Factory”
Ongoing Measurement System
Breakthrough Improvement
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Advantages of Using Quality Costs for Management
Advantages
Reducing the cost of poor quality is one of the best ways to
increase a company's profit.
Provides manageable entity and a single overview of quality.
Aligns quality and goals.
Prioritizes problems and provides a means to measure
change/improvement.
Provides a means to correctly distribute controllable quality
cost for maximum profits.
Promotes the effective use of resources.
Provides incentives for doing the job right every time.