A NEW CONTINUOUS IMPROVEMENT COST OF QUALITY MODEL

2021 ◽  
Vol 21 (2) ◽  
pp. 35-47
Author(s):  
Joel Jolayemi
Keyword(s):  
Continuous Improvement ◽  
Quality Model ◽  
Cost Of Quality

QS-9000 – Using the Automotive Requirements to Improve Existing ISO 9000 Systems

1998 ◽  
Author(s):  
J.F. Young
Keyword(s):  
Continuous Improvement ◽  
Cost Effective ◽  
Iso 9000 ◽  
The United States ◽  
Quality System ◽  
General Motors ◽  
Improvement Program ◽  
Quality Initiatives ◽  
Cost Of Quality ◽  
Improvement Programs

Abstract In this paper, we will discuss how to incorporate several of the QS-9000 quality system requirements into an existing ISO 9000 quality system. This expansion of the existing quality system will be cost effective and ensure that the continuous improvement program will meet its goals. The QS-9000 quality system was developed in 1994 by the "Big Three" automotive and truck producers in Detroit, Michigan. This document, originated in the United States, is based upon the International Standard: ISO 9001-94. It is mandatory that any supplier of goods and/or services to either Chrysler, Ford or General Motors must have their quality system registered to the QS-9000 standard. We believe that there can be benefits to non-automotive organizations if they will incorporate some of the QS-9000 clauses into their current ISO 9000 quality systems. We will discuss actual cases in the following areas: purchasing, safety, process control, training, business management and continuous improvement. We will show how these examples of quality system enhancement are both effective and efficient ways of driving cost reduction and process improvement programs. Cost of quality initiatives can be better managed.

Managing SME with an innovative hybrid cost of quality model

2017 ◽  
Vol 21 (4) ◽  
pp. 351-376 ◽  
Author(s):  
Marcin Czajkowski
Keyword(s):  
Hybrid Model ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Quality Model ◽  
Content Type ◽  
Cost Of Quality ◽  
Business Excellence ◽  
Starting Point ◽  
The Right

Purpose The purpose of this paper is to critically examine existing models for cost of quality. Having identified issues and limitations of historic models, develop and implement a novel, structured hybrid cost of quality model to identify and effectively manage cost of company’s product. Design/methodology/approach A theoretical framework is proposed based on an integration of three existing, historical cost of quality models into a structured hybrid model. Subsequently, an exploratory pilot case study in a manufacturing environment is described that illustrates the value of the model. Findings The paper manages to find how a hybrid model can help identify cost of quality more accurately than the traditional models. Thanks to the new model, the author shows how gaps between product’s theoretical and actual costs can be highlighted. This allows management to drive down cost of quality and improve business performance. Research limitations/implications The model would benefit from a company-wide implementation. The present study provides a starting point for further research in the international manufacturing sector. Practical implications The framework improves the knowledge of cost of quality by providing a new case study with full results and analysis from a UK-based manufacturing company. It provides a critical re-evaluation of available literature, including the most recent publications as far as practically possible within timescale available. The study shows the importance of comprehensive cost collection if companies are to have the right data needed to manage business excellence. Originality/value The paper presents a development of the first structured hybrid model for measuring cost of quality using the strongest points of main three approaches and addresses their limitations. It gives new arguments against allocation of some cost elements within BS 6143-2:1990, resulting in recommendations for further brainstorming of pros and cons of the suggestion.

scholarly journals Cost of quality model in the practice of apple juice processing business unit in Batu City: a comparison

2021 ◽  
Vol 924 (1) ◽  
pp. 012067
Author(s):  
N F Rayesa ◽  
D Y Ali
Keyword(s):  
Apple Juice ◽  
Cost Model ◽  
Production Capacity ◽  
Business Unit ◽  
Activity Based Costing ◽  
Quality Model ◽  
Cost Of Quality ◽  
Business Units ◽  
Quality Costs ◽  
The Cost

Abstract The paper compares the cost of quality models in a different business unit of selected apple juice producers. Data and information were carried out through observation and interviews with key informants and related parties. Further data were analysed using the Activity Based Costing (ABC) approach to get a quality cost model for each business unit. The primary cost analysis shows a similar proportionality between the cost of prevention, appraisal, and cost of failure among three business units. Results illustrated that the higher the production capacity, the higher quality costs that occur or are budgeted for. From the calculation of quality costs, it is known that most of the quality costs come from appraisal costs. The cased business units indicated the high appraisal cost, which does have an impact on the low number of defective or failed products.

scholarly journals Quality model construction and continuous improvement mechanism design in OBE education

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Wang Yong ◽  
Radwan Kharabsheh ◽  
Francois Bester
Keyword(s):  
Education Reform ◽  
Continuous Improvement ◽  
Three Dimensional ◽  
Quality Model ◽  
Loop Control ◽  
Daily Monitoring ◽  
Whole Process ◽  
Achievement Evaluation ◽  
Design Characteristics ◽  
Evaluation Mechanism

Abstract The construction of quality model for outcome-based education (OBE) Education Mode is an important foundation to guarantee the effective implementation of OBE education reform. The quality model for OBE Education Mode is constructed by layers in this paper according to the reverse design characteristics of OBE Education Mode, which is centred on the students’ learning outcome quality, and in accordance with the closed-loop control requirements for quality. Based on the design of the quality monitoring mechanism, the achievement evaluation mechanism and the feedback and improvement mechanism, a three-dimensional, linked and whole-process quality model system is formed with daily monitoring as the means, the achievement evaluation as the core, the feedback of evaluation result as the focus and the continuous improvement as the goal. Finally, the suggestions are made at the level of implementation to further guarantee the operation effect of the quality model, and so as to offer the important assurance for overall promotion of OBE Education Mode reform.

How Do We (Actually) Know Our Quality Is Improving?

2018 ◽  
Author(s):  
Justin R. Papp ◽  
William H. Forbes ◽  
Matthew A. R. Yarmuch
Keyword(s):  
Performance Metrics ◽  
Cost Model ◽  
Quality Improvements ◽  
Quality Model ◽  
Quality Performance ◽  
Cost Of Quality ◽  
Business Objectives ◽  
Operational Activities ◽  
The Right ◽  
Operational Excellence

We have all dealt with performance metrics in the pipeline industry. How do we measure operational excellence? Are we prioritizing the right corrective actions? Are our existing metrics fair and driving the right behaviors? Will they recognize success and actually show us and our clients that we are improving? This paper describes how Enbridge Major Projects measures and knows our Quality is improving; how we prioritize, focus, and monitor Quality improvement. Using our roadmap, your organization can transform existing data streams from anecdotal to well established facts that produce actionable results and drive business objectives. To reach this outcome, Enbridge Major Projects quickly matured our Quality Culture by leveraging our strong Safety Culture and habits. On our journey to meaningful overall Quality metrics, Enbridge built a foundation through non-punitive incident reporting using incident resolution tools and a Cost of Quality model. Cost of Quality models can be designed and executed in a variety of ways. This paper will focus on applying a model specifically suited for pipeline construction and operational activities. Key topics to be addressed include: • basic common principles of an overall Cost of Quality model, • various data collection methods to suit the model’s design, and • how a Documented Defects Quality cost model allows Enbridge to identify, prioritize, and monitor Quality improvements focused on preventing recurrence and occurrence of Quality issues. Examples will be provided for common pipeline applications, including valves, pipe, and other commodities and services. This approach has enabled Enbridge Major Projects to prioritize improvement actions and meet business objectives. Applying a Cost of Quality model will enhance your operational excellence and greater adoption would provide the foundation for industry-wide Quality performance metrics that will recognize success and validate that Quality is improving in the pipeline industry.

Is quality still free?

2016 ◽  
Vol 33 (9) ◽  
pp. 1270-1285 ◽  
Author(s):  
Markus Plewa ◽  
Gernot Kaiser ◽  
Evi Hartmann
Keyword(s):  
Explanatory Power ◽  
Failure Model ◽  
Quality Model ◽  
Quality Performance ◽  
Data Set ◽  
Quality Cost ◽  
Content Type ◽  
Cost Of Quality ◽  
Total Cost ◽  
Failure Cost

Purpose The purpose of this paper is to provide empirical evidence for competing representations of the prevention-appraisal-failure model of quality cost. Design/methodology/approach The authors conduct regression analysis on a secondary data set to reveal relationships among total cost of quality, its components and overall quality performance. Findings Total cost of quality and its failure cost component are significantly lower at higher levels of quality, while the prevention and appraisal cost components are not observed to be significantly higher at higher levels of quality. The authors propose a modification to the modern representation of the prevention-appraisal-failure model. Practical implications In manufacturing, ever higher levels of quality are associated with significantly lower quality cost. Originality/value Using a large, unique data set for secondary analysis, combined with employing a high-level measure for overall quality performance, the authors provide evidence for the aggregate explanatory power of prevalent representations of the prevention-appraisal-failure cost of quality model.

A cost-of-quality model at El Camino college

1994 ◽  
Vol 1994 (86) ◽  
pp. 33-44
Author(s):  
Timothy D. Miller
Keyword(s):  
Quality Model ◽  
Cost Of Quality

scholarly journals On the Convergence of Collaborative and Social Economy: A Quality Model for the Combined Effects

2021 ◽  
Vol 13 (4) ◽  
pp. 1907
Author(s):  
Pierina Moreno Chacón ◽  
Rejina M. Selvam ◽  
Frederic Marimon
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Continuous Improvement ◽  
Social Economy ◽  
Combined Effects ◽  
Quality Model ◽  
External Communication ◽  
Collaborative Environment ◽  
Managerial Implications

This article has two aims: the first is to propose a definition for social collaborative companies that encompasses their main characteristics, and once the companies to which we refer is settled, the second aim is to propose a quality model for social collaborative companies. These companies are of a particular type based on a collaborative business model and with a social focus as part of their mission. They employ a democratic style of governance, whether or not they are cooperatives, and operate through a platform in the collaborative environment. The quality model has three main categories: management, operations, and continuous improvement in a cyclical manner to ensure continuous improvement. The findings may be interesting for academics due to the fact that it is the first attempt to provide a quality model for these social collaborative companies and provide a conceptual framework for these organizations. Additionally, some managerial implications can be evident, such as when (i) the framework functions as a management guide for excellence, (ii) a tool for benchmarking, and (iii) a tool for internal and external communication.

Sign in / Sign up

Export Citation Format

Share Document