Pareto Chart and Cost of Quality Report for a Manufacturing Company
The president of Mission Inc. has been concerned about the growth in costs over the last several years. The president asked the controller to perform an activity analysis to gain a better insight into these costs. The result of the activity analysis is summarized as follows:
Required:
2. Classify the activities into prevention, appraisal, internal failure, external failure, and not costs of quality (producing product). Classify the activities into value-added and non-value added activities.
Activity Activity Cost Cost of Quality Classification VA/NVA Correcting invoice errors $28,620 Disposing of incoming materials with poor quality 23,850 Disposing of scrap 66,780 Expediting late production 57,240 Final inspection 47,700 Inspecting incoming materials 9,540 Inspecting work in process 52,470 Preventive machine maintenance 33,390 Producing product 133,560 Responding to customer quality complaints 23,850 Total $477,000
1. On paper or in a spreadsheet program, prepare a Pareto chart for each of the activities listed above. Answer the following:
What type of chart is a Pareto chart?
Which activity appears first, in order from left to right?
3. Use the activity cost information to determine the percentages of total department costs that are prevention, appraisal, internal failure, external failure, and not costs of quality. If required, round percentages to one decimal place.
Quality Cost
Classification
Activity Cost Percent of Total
Department Cost Prevention $ % Appraisal % Internal failure % External failure % Not a cost of quality % Total $ %
4. Determine the percentages of total department costs that are value-added and non-value-added. If required, round percentages to one decimal place.
Activity Cost Percent of Total
Department Cost Value-added $ % Non-value-added % Total $ %
5. The department has 42% of its total costs as . costs represent 31% of the total costs. This means there is opportunity for cost savings. costs represent 11% of the total department costs.
Pareto Chart and Cost of Quality Report for a Manufacturing Company
The president of Mission Inc. has been concerned about the growth in costs over the last several years. The president asked the controller to perform an activity analysis to gain a better insight into these costs. The result of the activity analysis is summarized as follows:
Required:
2. Classify the activities into prevention, appraisal, internal failure, external failure, and not costs of quality (producing product). Classify the activities into value-added and non-value added activities.
Activity | Activity Cost | Cost of Quality Classification | VA/NVA | |
Correcting invoice errors | $28,620 | |||
Disposing of incoming materials with poor quality | 23,850 | |||
Disposing of scrap | 66,780 | |||
Expediting late production | 57,240 | |||
Final inspection | 47,700 | |||
Inspecting incoming materials | 9,540 | |||
Inspecting work in process | 52,470 | |||
Preventive machine maintenance | 33,390 | |||
Producing product | 133,560 | |||
Responding to customer quality complaints | 23,850 | |||
Total | $477,000 |
1. On paper or in a spreadsheet program, prepare a Pareto chart for each of the activities listed above. Answer the following:
What type of chart is a Pareto chart?
Which activity appears first, in order from left to right?
3. Use the activity cost information to determine the percentages of total department costs that are prevention, appraisal, internal failure, external failure, and not costs of quality. If required, round percentages to one decimal place.
Quality Cost Classification | Activity Cost | Percent of Total Department Cost | ||
Prevention | $ | % | ||
Appraisal | % | |||
Internal failure | % | |||
External failure | % | |||
Not a cost of quality | % | |||
Total | $ | % |
4. Determine the percentages of total department costs that are value-added and non-value-added. If required, round percentages to one decimal place.
Activity Cost | Percent of Total Department Cost | |||
Value-added | $ | % | ||
Non-value-added | % | |||
Total | $ | % |
5. The department has 42% of its total costs as . costs represent 31% of the total costs. This means there is opportunity for cost savings. costs represent 11% of the total department costs.