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Cost of poor quality (COPQ) or poor quality costs (PQC) or cost of nonquality, are 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 Cost. [1] COPQ is a refinement of the concept of quality costs.
In process improvement efforts, quality costs tite or cost of quality (sometimes abbreviated CoQ or COQ [1]) is a means to quantify the total cost of quality-related efforts and deficiencies. It was first described by Armand V. Feigenbaum in a 1956 Harvard Business Review article.
Higher operating costs: Harrington argued that poor quality affects costs. [13] Counterintuitively, higher costs are attached to offering lower-quality products and services. A reduction of cost and scheduling problems is achievable by avoiding the production of poor quality goods and services.
CISQ reports on the cost of poor quality estimates an impact of: $2.08 trillion in 2020 [32] [33] $2.84 trillion in 2018; IBM's Cost of a Data Breach Report 2020 estimates that the average global costs of a data breach: [34] [35] $3.86 million
To convince executives to take action to resolve issues of poor quality, costs associated with poor quality must be measured in monetary terms. [19] [11]: 121 Crosby uses the term "the price of nonconformance" in preference to "the cost of quality" to overcome the misimpression that higher quality requires higher costs. [18]
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The processes and tasks that a quality audit involves can be managed using a wide variety of software and self-assessment tools. Some of these relate specifically to quality in terms of fitness for purpose and conformance to standards, while others relate to Quality costs or, more accurately, to the Cost of poor quality.