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Cost of poor quality (COPQ)
or poor quality costs (PQC), are defined as costs
that would disappear if systems, processes, and products were perfect.
COPQ was popularized by IBM quality expert H. James Harrington in
his 1987 book Poor Quality
Costs.[1] COPQ is a refinement of
the concept of quality costs.
In the 1960s, IBM undertook an effort to study its own quality costs and
tailored the concept for its own use.[2] While Feigenbaum's term "quality
costs" is technically accurate, it's easy for the uninitiated to jump to
the conclusion that better quality products cost more to produce. Harrington
adopted the name "poor quality costs" to emphasize the belief that
investment in detection and prevention of product failures is more than offset
by the savings in reductions in product failures.
Harrington decomposes
COPQ into the following elements:
-Direct COPQ can be directly
derived from entries in the company ledger.[3]
�
Controllable COPQ is directly controllable costs
to ensure that only acceptable products and services reach the customer.[4]
�
Resultant COPQ are costs incurred because
unacceptable products and services were delivered to the customer, resulting
from earlier decisions about how much to invest in controllable COPQ.[5]
�
Equipment COPQ are costs to invest in equipment
to measure, accept, or control a product or service.[6] It
is treated separately from controllable costs to accommodate the effects of depreciation.
-Indirect COPQ is
difficult to measure because it is a delayed result of time, effort, and
financial costs incurred by the customer. These customer costs add up to lost
sales and therefore do not appear in the company's ledger
Direct poor-quality costs
-Controllable poor-quality
cost
-Prevention cost
-
Quality planning (for
test, inspection, audits, process control)
-
Education and training
-
Performing capability analyses
-
Conducting design reviews
-Appraisal cost -Test and
inspection
-Supplier
acceptance sampling
-Auditing
processes
-Resultant poor-quality
cost
-Internal error cost
-Troubleshooting
and repairing
-Design
changes
-Additional
inventory required to support poor process yields and rejected lots
-Re-inspection
and retest of reworked items
-Downgrading
-External
error cost
-penaltiesComplaint handling
-Field service labor and
parts costs incurred due to warranty obligations
-Equipment poor-quality cost
-Micrometers, voltmeters, automated test
equipment (but not equipment used to make the product)
Indirect poor-quality costs
-Customer-incurred cost
�
Loss of productivity due to product or service
downtime
�
Travel costs and time spent to return defective
product
�
Repair costs after warranty period
�
Backup product or service to cover failure
periods
-Customer-dissatisfaction
cost
-Dissatisfaction shared
by word of mouth
-Loss-of-reputation cost
-Customer perception of
firm