1. COST of Poor Quality in Proj Mgmt
Dr Ali Sajid
Director
Inst of Bus & Mgmt
UET
Lahore

2. "It is only as we develop others that we permanently succeed."
Building HR in Proj
"It is only as we develop others that we permanently succeed."

3. Start viewing the probable as possible
Start viewing the probable as possible. You'll be surprised at what you can accomplish.

4. The best & most beautiful things in the world cannot be seen or even touched.
They must be felt
with the heart.

5. Self-actualized people are independent of the good opinion of others
Self-actualized people are independent of the good opinion of others. - Wayne Dyer

6. The greatest Discovery of our generation is that a human being can alter his life by altering his attitudes. - William James

7. Our own moods, whether gloomy or bright, radiate to those around us.
Nature present us with an infinite variety of Attitudes - from gloomy mist to glorious sunshine.
Our own moods, whether gloomy or bright, radiate to those around us.

8. We may affirm absolutely that nothing great in the world has ever been accomplished without passion. - George Hegel

9. Skill (tip of iceberg) & Attitude (mass of the iceberg).
Two Parts of Empathy:
Skill (tip of iceberg)
& Attitude
(mass of the iceberg).

10. Eighty percent of success is related to ATTITUDE
rather than
competency.

11. Your attitude determines
your altitude.

12. Pride is a personal commitment;
it is an attitude which separates excellence from mediocrity.

13. Attitude is a little thing that makes a big difference.

14. Selflessness
"The world is divided into people who do things, and people who get the credit. Try, if you can, to belong to the first class. There's far less competition."
(Dwight Morrow, 1935.)

15. The difference between a successful person and others is not a
“Lack of Strength”, not a
“Lack of Knowledge”,
but rather in a
“Lack of Will”.

16. We tend to judge others by their behaviors and ourselves by our intentions. - Stephen Covey

17. The mold of a man's fortune
is in his own hands. - Francis Bacon

18. Passion
We may affirm absolutely that nothing great in the world has been accomplished without passion. - Georg Wilhelm Friedrich Hegel

19. You can have a positive attitude without talent and you can have talent without a positive attitude, but things really start happening when you have a positive attitude combined with talent.

20. To be conscious that you are ignorant is a great step to knowledge
To be conscious that you are ignorant is a great step to knowledge. - Benjamin Disraeli

21. The difference between a mountain and a molehill is your perspective
The difference between a mountain and a molehill is your perspective. - Al Neuharth

22. Being broke is a temporary situation.
Being poor is a state of mind. - Mike Todd
Hastey kay fareeb main mut aa jouyio asad
Alam Tumam halqa dam I Khal haain

23. "The best way to have a good idea is to have
How to Get Best Ideas
"The best way to have a good idea is to have
“lots of ideas.“
(Linus Pauling.)

24. A tree A structure A journey
that reaches past your embrace grows from one small seed.
A structure
over nine stories high begins with a handful of earth.
A journey
of a thousand miles starts with a single step.

25. There are no shortcuts to any place worth going.

26. HR Development "Behind an able man there are always other able men.“
(Chinese Proverb.)
"Understanding human needs is half the job of meeting them."
(Adlai Stevenson, )

27. Project H RM

28. Recruitment in Proj

29. Selection

30. Training

31. Development

32. Discipline

33. Rewards Systems

34. Productivity in Proj

35. Quality as an Organizational Goal
Exceeding
customer
expectations
Creating
Customer
Value
Not just doing
it well but
learning to do
it better
Employee
Empowerment

36. Quality Improvement Evolution
Level III Quality System:
Continuous improvement
emphasis
Level II Quality System:
Measures implemented to
track effectiveness
Effectiveness of Quality System
Level I Quality System:
Procedures established
NS: Dan Is there an evolution in quality improvement?
DO: Talks slides NS
Level 0 Quality System:
Ad hoc processes
Phases/ Time

37. Characteristics of Product Quality
Objective
Performance
Features
Reliability
Conformance Durability
Serviceability
Variety
Subjective
Aesthetics
Perceived quality
Quality

38. What is Quality Management
It is the management of the processes of the performing organization that determine quality policies, objectives, and responsibilities so that project will satisfy the needs for which it is undertaken.

39. “The purpose of quality management in projects is to ensure that the project outputs are delivered fit-for-purpose. If outputs are not fit-for-purpose, there is every likelihood that planned project outcomes will not be realized, or realized to a much lesser extent.

40. It can be achieved by developing quality criteria for the outputs themselves and by ensuring that all project management processes are conducted in a quality manner.”

41. Three Areas to Improve Quality
Quality of design in Proj
meet the customer’s needs
design for manufacturability
build quality in
Quality of conformance inProj
minimize and control process variation to satisfy the design specifications every time
Quality of service in Proj
The customer must come first

42. 1. COPQ Introduction
NS: The Cost of Poor Quality

43. Vs What is Cost of Quality??????
“Quality is measured by the cost of quality which is the expense of of non conformance– the cost of
doing things wrong.” Vs

44. COST OF QUALITY DEFINED
“Quality Costs - Costs incurred because poor quality MAY or DOES NOT exist.”
“Cost of not meeting customer’s requirements- cost of doing things wrong”
“All activities carried out that are not needed directly to support departmental (quality) objectives - cost of quality.”

45. or defects in their manufacture.”
QUALITY COST CONCEPTS
Represent difference b/w actual cost of product/ service & what reduced cost would be if there were no possibility of substandard service,
failure of products,
or defects in their manufacture.”

46. Why Cost of Poor Quality?
Speaks in the language of management, Rupees Shows how profit is affected by quality
Can prioritize quality improvement actions
Serves as impetus for actions
In US about a third of what we do consists of redoing work previously “done”.
(Juran)

47. “Quality is Free”
For average company, Cost of quality is about 20-25% of total sales
Cost of prevention is a fraction of
“Cost of Fixing Mistakes” after they made
Investments in prevention can
“Drastically reduce Total Cost of Quality

48. Proj Mgr Role in encouraging Investment in Preventive Actions
can yield significant savings!

49. Evolution Of Harrington's Poor-Quality Cost Model
In 1950s, Feigenbaum, VP (GE), developed & implemented "Cost of Quality" concept throughout GE.
divided Cost Of Quality into following 2 categories & 4 sub categories:
Costs of Control
Prevention costs
Appraisal costs  
Costs of failure of control
Internal defect costs
External defect costs

50. Role of IBM
In 1960s, IBM undertook an effort to study its own “Quality Costs” & tailored concept for its own use.
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.

51. Feigenbaum's concept later adopted by large American firms.
In 1960s, Dr. Harrington assigned to implement Dr. Feigenbaum's Cost Of Quality concept at IBM. Found concept lacking
a) Did not focus on “Support functions' Co Q” or
b) “External customers' Quality Costs”.
As a result, IBM expanded concept to fulfill its own needs.
IBM used name "Poor-Quality Cost."

52. Because IBM felt : “C O Q” an inappropriate title:
“Good quality does not cost any addl money”.
“Poor quality generates additional costs for org”.
If we had perfect quality, we would not have a need for preventive cost or appraisal cost, & there would be no
internal error cost or external error cost.
Unfortunately, we do not live in a perfect world.

53. Poor Quality Cost 1964, IBM published its first report –
included Poor-quality cost for internal component mfg, subassembly, final assembly, final machine test, system test, & first 12 months at customer location for 1620 system. called
Q-100 Report
During following months, report- expanded to cover many other IBM systems.

54. 1980s, Philip Crosby implemented Feigenbaum's “Cost Of Quality” concept into his consulting practice.
Crosby's approach closely followed Feigenbaum's teachings, although he changed names of some of Feigenbaum's terms
1987, ASQ -Harrington's book
Poor-Quality Cost, - documented IBM's approach to reporting costs that result from poor quality.

55. Early 1980s, while “Business Process Improvement” methodology Dr
Early 1980s, while “Business Process Improvement” methodology Dr. Harrington found that:
“Costs that resulted from:
“Poorly-Designed Business Processes” also
“Poor-Quality Cost Elements”.

56. COPQ is refinement of concept of C of Q.
Harrington adopted name:
“Poor Quality Costs" to emphasize belief:
“Investment in detection & prevention of product failures is more than offset by savings in reductions in product failures”.

57. COST OF QUALITY Control Costs Failure Costs prevention appraisal
internal
external

58. These Two Main Areas Can Be Split Further

59. Poor Customer Satisfaction in Pakistan Mother of all “C o PQ”.
This cost is compounded by loss:
Customer suffers due to:
“Defective Product first & Servicing Second”.

60. Better management of Design, Engineering, Testing &
Costs go down and productivity goes up as improvement of quality is accomplished by:
Better management of Design,
Engineering,
Testing &
by improvement of processes.
-W. Edwards Deming

61. Types of Quality Costs Cost of Compliance Cost of Non-compliance
Preventive costs - prevent product defects
Appraisal costs - monitor & compensate when prevention fails
Cost of Non-compliance
Failure costs
Internal losses - scrap, rework
External losses - warranty work, customer complaint departments, litigation, product recalls

62. Four segments of quality costs:
A. PREVENTION. covers avoiding defects
Planning, preparation, training, preventative maintenance & evaluation.
B. APPRAISAL. area covers finding defects by inspection, audit, calibration, test & measurement.
C. INTERNAL FAILURE. covers costs borne by org itself such as scrap, rework, redesign, modifications, corrective action, down time, concessions & overtime.
D. EXTERNAL FAILURE. covers costs borne by customer
such as equipment failure, down time, warranty,
administrative cost in dealing with failure & loss of goodwill.

63. Two levels: Cost effect due to Poor Q from Mfr defined at Two levels.
Straight from “Defective Production of Materials”
Other is due to “Handling & Delivery”.
These are very much under control of manufacturer.
Due to Poor Proj Processes & Practices

64. generally applicable consistent CoPQ:
Wastage Or Under-Utilization:
Referred to as spoilage in Six Sigma,
arising out of raw material wasted due to:
Inconsistent & Inefficient Processes.

65. “Cost of repairing & replacing some parts”.
Cost Of Reworking:
Cost includes
“Cost of repairing & replacing some parts”.
This also includes “Cost labor to repair”.

66. Cost of Additional Utilities:
Overall cost of setting up
“Extra infrastructure & utilities consumed To run recycling operation
be considered in COPQ.

67. Lost Opportunities: Dissatisfaction triggered business loss
Can not be just Loss of Margin.
Your Org have to:
“Invest capital to regaining lost revenue & offset” Cumulative Revenue Loss”.

68. Lost Revenue Due To Poor Quality
This cost refers to:
Potential loss of new business due to: Defective Quality.

69. COST OF POOR QUALITY (COPQ)
Allows an org to determine extent to which
orgal resources used for activities:
That exist only as the result of deficiencies
that occur in its processes.
Such info allows an org to determine:
“Potential savings to be gained by
implementing process improvements”.

70. Cost of Quality Appraisal Prevention
Test and inspection of incoming material
lab-based acceptance sampling
in-line inspection & testing
setup for test and inspection
test/inspection equipment and supplies
Quality audits
Quality endorsements (ISO, MBNQA)
Field testing
Test/inspection equipment maintenance
Prevention
Quality planning
Process control
Data acquisition & Analysis
Training and personnel development
Design verification
Quality system development and management
Quality reporting
Improvement proj

71. Cost of Quality External Internal customer complaints scrap
warranty costs
service and repair expense
product liability
recall expense and management
returned material processing
credit allowance
loss of goodwill
Internal
scrap
rework
retest
downtown
yield losses
Disposition
Engineering analysis
tracking and reporting
expediting

72. “those costs “associated with:
COPQ includes
“those costs “associated with:
Definition, creation, & control of quality as well as “Evaluation & feedback of conformance with Quality, Reliability & Safety requirements,
& those costs associated with consequences of failure to meet requirements both within factory & in the hands of customer.”

73. QUALITY COST CONCEPTS
Represent difference b/w actual cost of product/ service & what reduced cost would be if there were no possibility of substandard Service, Failure of Products, or defects in their manufacture.”

74. Anatomy of copq
CoPQ comprises costs which have generated as by products of defective and inconsistent manufacturing process.
Directly assigns a Rupee value to cost of poor quality, meaning that the CoPQ is measurable.
Cost of Poor Quality originates at all places where product or a part thereof is being made.

75. …continued a) Producing defective material.
CoPQ originating from suppliers
a) Producing defective material.
b) Damaging material during delivery.
CoPQ at the production points 
CoPQ at warehouse
CoPQ at transportation and distribution

76. We may includ“No-Real-Value-Added“ elements to his “Poor-Quality Cost Model” in 1990.
In extensive work with
“Sales & marketing functions”,
“Concept of Lost-Opportunity”, cost also had a major impact on “Corporate Bottom-Line”.
So “Lost-opportunity cost” added as a new element.

77. COPQ Calculation allows an org to:
Determine extent to which orgal resources
used for activities that exist only as a result of deficiencies that occur in its processes.
Such info allows an Your org to:
“Determine potential savings to be gained
by implementing process improvements”.

78. COPQ Equation
COPQ = Costs (external failures + internal failures + appraisal + preventive action)
Many times white collar poor quality costs are not included in COPQ calculations (out of conformance purchases, excess inventory, ...) (Atkinson)

79. COPQ Represents difference between met customer needs and
The actual cost of production or service
What the cost would be if the process were effective in manufacturing products that
met customer needs and
were defect free.

80. Related Quality Initiatives
Six Sigma uses defect costs to quantify savings
Lean Manufacturing focuses on reducing appraisal costs
Design Controls focuses on early review & test activities to find defects early

81. Cost of External Failures
Costs for defects found by the customer:
Reports of corrections and removals,
Field service corrections,
Field service bulletins, and
Software patches.

82. Cost for Internal Failures
Cost for defects found by R&D or Mfg
Unclear requirements
Improper design and implementation
Incorrect test documentation
Incoming inspection defects
In-process testing defects
Final acceptance testing defects
Rework

83. Fields of “copq”: CoPQ generally cover the followings:
1) Cost of labor to fix the problem.
2) Cost of extra material used.
3) Cost of extra utilities .
4) Cost of lost opportunity
a) Loss of sales/revenue (profit margin)
b) Potential loss of market share
c) Lower service level to customers/consumers

84. Defects are not free. Somebody makes them and gets paid for making them.
-W. Edwards Deming

85. If the cost of quality is high, looking through the the cost of poor quality is still higher.
Companies bear a huge cost of about 9-16 percent of their revenues on problem solving.
This is the cost of poor quality, or CoPQ, as it is known. Motorola discovered this in the late 1970s at a huge price.
General Electric has put cost difference between 3 or 4 Sigma and Six Sigma at an astonishing $8-12 billion a year.

86. MEASURING THE COST OF QUALITY

87. Measuring cost of quality
Like all things there is a price to pay for quality. total cost can be split into two fundamental areas:
a. Non Conformance. Area covers price paid by not having quality systems or a quality product. Examples
(1) Rework. Doing job over again because it wasn't right first time.
(2) Scrap. Throwing away results of your work because it is not up to required standard.
(3) Waiting. Time wasted whilst waiting for other people.
(4) Down Time. Not being able to do your job because a machine is broken.

88. Measuring cost of quality
b. Conformance. Conformance is an aim of quality assurance. achieved at a price. Examples :
(1) Documentation. Writing work instructions, technical instructions and producing paperwork.
(2) Training. O the job training, quality training, etc.
(3) Auditing. Internal, external & extrinsic.
(4) Planning. Prevention, do right thing first time & poka yoke.
(5) Inspection. Vehicles, equipment, buildings & people.

89. Measuring Cost of Quality
Determine where to spend Rupees on quality prevention
Pareto Analysis
Track costs of quality
change chart of accounts or coding system
Develop a quality reporting system

90. Calculating Lost Profits
Total
Defective
Units
Number
of Units
Reworked
Profit Lost
by Selling
Units as
Defects = X
Profit
for Good
Unit
Profit for
Defective
Unit
Z = (D - Y) (P1 - P2 )

91. Calculating Internal Costs of Failure
Cost to
Rework
Defective
Unit
Number of
Units
Reworked
Rework
Cost = X
R = (Y)(r)

92. Calculating External Costs of Failure
Cost of
Processing
Customer
Returns
Number of
Defective Units
Returned
Cost
of a
Return = X
W = (Dr )(w)

93. Total Failure Cost Profit lost by selling units as defects Rework cost
Cost of processing customer returns
Cost of warranty work
Cost of product recalls
Cost of litigation related to products
Opportunity cost of lost customers

94. Calculating the Total Quality Cost
Prevention
Cost
Appraisal
Cost
Failure
Cost = + +
T = K + A + F

95. THE SYSTEM OF COST OF POOR QUALITY

96. ELEMENTS OF COPQ CoPQ fester into the following elements:
DIRECT POOR-QUALITY COSTS
INDIRECT POOR-QUALITY COSTS

97. Direct poor-quality cost-
Controllable poor-quality cost (directly controllable costs to ensure that only acceptable products and services reach the customer)
Prevention cost
Appraisal cost
Resultant poor-quality cost (costs incurred because unacceptable products and services were delivered to the customer, resulting from earlier decisions about how much to invest in controllable COPQ)
Internal error cost (Cost for defects found by the customer)
External error cost (Cost for defects found by R&D or Manufacturing)
Equipment poor-quality cost (costs to invest in equipment to measure, accept, or control a product or service. It is treated separately from controllable costs to accommodate the effects of depreciation)

98. Prevention Cost: Cost for initiatives to improve processes:
…continued
Prevention Cost: Cost for initiatives to improve processes:
Use techniques to better understand requirements
Employ programs to reduce design defects
Implement tools to reduce manufacturing defects
Institute quality improvement programs
Appraisal Cost: Costs for checking defects including:
Review of system specifications (R&D),
Review & inspection during manufacturing processes,
Review of quality records, and
Audits

99. Internal Error Cost: Cost for defects found by R&D or Manufacturing:
…continued
Internal Error Cost: Cost for defects found by R&D or Manufacturing:
Unclear requirements
Improper design and implementation
Incorrect test documentation
Incoming inspection defects
In-process testing defects
Final acceptance testing defects
Rework
External Error Cost: Costs for defects found by the customer:
Reports of corrections and removals,
Field service corrections,
Field service bulletins, and
Software patches.

100. Cost for Appraisal Costs for checking defects including:
Review of system specifications (R&D),
Review & inspection during manufacturing processes,
Review of quality records, and
Audits

101. Cost for Preventive Action
Cost for initiatives to improve processes:
Use techniques to better understand requirements
Employ programs to reduce design defects
Implement tools to reduce manufacturing defects
Institute quality improvement programs

102. inDirect poor-quality cost-
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.
Customer-incurred cost
Customer-dissatisfaction cost
Loss-of-reputation cost

103. WHITE COLLAR C oPQ
-Harrington noted that expanding cost analyses to management and clerical workers could also make a significant dent in waste. He defined the following costs by functional area:

104. Functional area Controllable COPQ Resultant COPQ Controller COPQ
Timecard reviews
Capital equipment reviews
Invoicing reviews
Billing errors
Incorrect accounting entries
Payroll errors
Software COPQ
Design reviews
Code reviews
Crashes
Deadlocks
Incorrect outputs
Plant administration COPQ
Security
Facility inspection and testing
Machine maintenance training
Disclosure of trade secrets
Facilities redesign
Overstaffing/understaffing
Equipment downtime/idle time
Purchasing COPQ
Vendor reviews
Periodic vendor surveys
Follow-up on delivery dates
Strike built-in costs
Line-down cost
Excessive inventory due to suppliers
Premium freight cost

105. White collar copq: Functional area Controllable COPQ Resultant COPQ
Marketing COPQ
Sales material review
Marketing forecast
Customer surveys
Sales training
Overstock
Loss of market share
Incorrect order entry
Personnel COPQ
Prescreening applications
Appraisal reviews
Exit interviews
Attendance tracking
Absenteeism
Turnover
Grievances
Industrial engineering COPQ
Packaging evaluations
Layout reviews
OSHA reports
Inspection of contract work
OSHA fines
Shipping damage
Redoing layout
Paying contractors for poor work

106. CONCLUSION
Calculating the cost of poor quality allows an organization to determine the extent to which organizational resources are used for activities that exist only as the result of deficiencies that occur in its processes.
Having such information allows an organization to determine the potential savings to be gained by implementing process improvements.
Identify all activities that exist only because of poor quality.
Identify where in the organization the cost of each activity is experienced.
Determine the method you will use to calculate the cost of poor quality.
Collect the data and estimate the costs.

107. CRITICAL QUALITY ISSUES IN PAKISTAN

108. Poor quality mangoes- Poor quality of mangoes exported-
A CONSTRAINTS ANALYSIS OF PAKISTAN MANGO SUPPLY CHAINS,
16 May 2006, Dr Aman Ullah Malik
University of Agriculture Faisalabad, Pakistan
Poor quality of mangoes exported-
The export market faces similar challenges. Pakistan mangoes have a reputation as being cheap and of poor quality, and exporters have a tendency to dump fruit in markets such as the UAE.
The product subsystem: the poor quality of mangoes that reach the final consumer is a result of poor production systems coupled with inadequate handling, storage and transport systems.
The Middle East, particularly Dubai, has become a dumping ground for Pakistan mangoes. The sheer volumes and poor quality, particularly from open container shipments, drives the whole market down to a point where it is very difficult for exporters with better quality product to achieve profitable margins.

109. Poor quality of citrus export-
CITRUS EXPORT SYSTEM IN PAKISTAN
M. Athar Mahmood (Scientific Officer), and A. D. Sheikh (Director, Technology Transfer Institute (PARC), Ayub Agricultural Research Institute, Faisalabad, Pakistan
Lack of storage facilities:
Very few factories have their own storage facility and their capacity is very limited. Generally, exporters and traders store their consignments in traditional cold stores available near fruit markets. When there is glut in the market, Kinnows are even thrown on the roads which indicate the fact of poor storage facilities. The other problems related to cold storage facilities are high rent and poor quality of storage.
Non-availability of quality packing:
Packing material available is of low quality with high prices. The cardboard boxes cannot sustain the pressure of weight in the containers, so the packing gets loose affecting the fruit quality. Poor quality packing fetches low price in international market.

110. Poor Carrot Production in Toba Tek Singh-
Effects of Poor Quality of Ground Water on Carrot Production: A Comparative Study, KHUDA BAKHSH, MUHAMMAD ASHFAQ AND MUHAMMAD WAQAS ALAM
Department of Environmental and Resource Economics, and Agricultural Economics, Faculty of Agricultural Economics and Rural Sociology, University of Agriculture, Faisalabad–38040, Pakistan
Poor Carrot Production in Toba Tek Singh-
Cross-sectional data were used to determine the effects of ground water on carrot production. Results of production function analysis indicated that poor quality of ground water in Toba Tek Singh was significantly decreasing the carrot production.
The consistent use of poor quality water not only deteriorates chemical and physical properties of soil (World Bank, 1994) but also results in loss of agriculture production of the order of million rupees per annum (Pato, 1998)
The result indicates that one percent increase in application of poor quality of the ground water could further decline carrot yield by 0.153%. Carrot crop is sensitive to poor quality of the ground water and application of this type of water results in substantial losses in carrot production.

111. Poor quality of education-
Education in Pakistan: The Key Issues, Problems and The New Challenges
Ghulam Rasool Memon, Department of Education, University of Karachi
The Education Sector in Pakistan suffers from insufficient financial input, low levels of efficiency for implementation of programs, and poor quality of management, monitoring, supervision and teaching. As a result, Pakistan has one of the lowest rates of literacy in the world, and the lowest among countries of comparative resources and social/economic situations.
With a per capita income of over $450 Pakistan has an adult literacy rate of 49%, while both Vietnam and India with less per capita income have literacy rates of 94% and 52%, respectively (Human Development Centre, 1998).
An educational system of poor quality may be one of the most important reasons why poor countries do not grow.

112. How to use it:
Identify all activities that exist only because of poor quality.
Call together a team that includes people with first hand knowledge of process.
Conduct a brainstorming session to capture all component tasks that exist exclusively to remedy quality problems caused by process deficiencies.
Identify where in org cost of each activity is experienced.
These costs may appear in one area or in multiple areas.
Determine method you will use to calculate CoQP.
To use the total resources method, you must identify
Total resources consumed in a category
Percentage of those resources used for activities associated with remediating effects of poor quality.
To use the unit cost method, you must identify
the number of times deficiencies occur and
the average cost for correcting that deficiency.
Collect the data and estimate the costs.

113. Thanks