Chapter 16Implementing Quality Concepts

TRUE/FALSE
1. Productivity is measured by the quantity of good output generated from a specific amount of input
during a time period.
ANS: T

DIF: Easy

OBJ: 16-1

2. Inspection of incoming inventory is a value-adding activity.

ANS: F

DIF: Moderate

OBJ: 16-1

3. Storage of unneeded inventory is a non-value added item.

ANS: T

DIF: Moderate

OBJ: 16-1

4. Quality control places the primary responsibility for product or service quality on the provider.
ANS: T

DIF: Easy

OBJ: 16-1

5. Grade refers to a product meeting the highest number of a customers needs at the lowest possible cost.
ANS: F

DIF: Moderate

OBJ: 16-1

6. Grade refers to one of many quality levels that a product or service has relative to the inclusion or
exclusion of certain characteristics to satisfy customer needs.
ANS: T

DIF: Moderate

OBJ: 16-1

7. Value refers to a product meeting the highest number of a customers needs at the lowest possible cost.
ANS: T

DIF: Moderate

OBJ: 16-1

8. Strategic benchmarking is industry specific in its approach.

ANS: F

DIF: Moderate

OBJ: 16-2

9. Process benchmarking is concerned with how top-ranked companies achieve their results.
ANS: T

DIF: Moderate

OBJ: 16-2

10. Results benchmarking creates the risk for a company to become stagnant.
ANS: T

DIF: Moderate

OBJ: 16-2

11. Process benchmarking creates the risk for a company to become stagnant.
ANS: F

DIF: Moderate

OBJ: 16-2

12. A total quality system should place an emphasis on inspection.

ANS: F

DIF: Moderate

OBJ: 16-3

66

13. A total quality system should place an emphasis on prevention and continuous improvement.
ANS: T

DIF: Moderate

OBJ: 16-3

14. Total quality management requires that an organization analyze the costs and benefits of each of its
customer segments.
ANS: T

DIF: Moderate

OBJ: 16-3

15. When implementing TQM, an organization should establish long-term relationships with preferred
suppliers.
ANS: T

DIF: Moderate

OBJ: 16-3

16. When implementing TQM, an organization should establish long-term relationships with as many
suppliers as possible.
ANS: F

DIF: Moderate

OBJ: 16-3

17. Reworking a product is an appraisal cost.

ANS: F

DIF: Moderate

OBJ: 16-4

18. Reworking a product is an internal failure cost.

ANS: T

DIF: Moderate

OBJ: 16-4

19. Testing and adjusting manufacturing equipment is a prevention cost.

ANS: T

DIF: Moderate

OBJ: 16-4

20. Testing and adjusting manufacturing equipment is an appraisal cost.

ANS: F

DIF: Moderate

OBJ: 16-4

21. Replacing a product after it has been sold is an external failure cost.
ANS: T

DIF: Moderate

OBJ: 16-4

22. Conducting a quality audit is an appraisal cost.

ANS: T

DIF: Moderate

OBJ: 16-4

23. Conducting a quality audit is a prevention cost.

ANS: F

DIF: Moderate

OBJ: 16-4

24. Pareto analysis is frequently used to aid management in deciding where to concentrate quality
prevention cost dollars.
ANS: T

DIF: Moderate

OBJ: 16-5

67

25. The balanced scorecard can be used to provide information on quality in an organization.
ANS: T

DIF: Easy

OBJ: 16-6

26. Total quality management (TQM) requires the commitment of all individuals within an organization.
ANS: T

DIF: Easy

OBJ: 16-7

27. ISO 9000 registration is required for regulated products sold in the United States.
ANS: F

DIF: Moderate

OBJ: 16-8

28. ISO 9000 registration is required for regulated products sold in the European Union.
ANS: T

DIF: Moderate

OBJ: 16-8

COMPLETION
1. The quantity of good output generated from a specific of output during a time period is referred to as
______________________.
ANS: productivity
DIF: Easy

OBJ: 16-1

2. The process of investigating, comparing, and evaluating a companys products or services against
those of other companies is referred to as ______________________.
ANS: benchmarking
DIF: Easy

OBJ: 16-2

3. A process in which an end product or service is examined using reverse engineering is referred to as
___________________________________.
ANS: results benchmarking
DIF: Moderate

OBJ: 16-2

4. A benchmarking process that is non-industry specific and focuses on how companies compete is
referred to as ___________________________________.
ANS: strategic benchmarking
DIF: Moderate

OBJ: 16-2

5. A benchmarking process that focuses on how best-in-class companies achieve their results is referred
to as ___________________________________.
ANS: process benchmarking

68

DIF: Moderate

OBJ: 16-2

6. Costs that preclude product defects resulting from flaws in processing are referred to as
______________________________.
ANS: prevention costs
DIF: Easy

OBJ: 16-4

7. Costs of monitoring and compensating for mistakes not eliminated through prevention activities are
referred to as _____________________________________.
ANS: appraisal costs
DIF: Moderate

OBJ: 16-4

8. Costs incurred to correct defects in products prior to shipment are referred to as

________________________________.
ANS: internal failure costs
DIF: Moderate

OBJ: 16-4

9. Costs incurred to correct defects in products after shipment are referred to as

________________________________.
ANS: external failure costs
DIF: Moderate

OBJ: 16-4

10. The two costs of compliance are __________________________ and _______________________.

ANS: prevention costs; appraisal costs
DIF: Moderate

OBJ: 16-4

11. The two costs of noncompliance are __________________________ and

_______________________.
ANS: internal failure costs; external failure costs
DIF: Moderate

OBJ: 16-4

MULTIPLE CHOICE
1. An all-inclusive definition of quality views it as the ability of products/services to
a. only meet internal design specifications.
b. meet the customer's stated or implied needs.
c. be produced using all value-added production activities.
d. be produced with no rework costs.
ANS: B

DIF: Easy

OBJ: 16-1

69

2. Which of the following is false as it relates to quality?

a. Quality is the total of all characteristics of a product or service that impacts on its ability to
meet the needs of a specific person.
b. Quality must always be viewed from the user's perspective.
c. Quality is never concerned with what the user thinks, feels, or deems important.
d. The definition of quality has evolved through time and is more currently comprehensive
than in the past.
ANS: C

DIF: Easy

OBJ: 16-1

3. Productivity is measured by the

a. total quantity of output generated from a limited amount of input during a time period.
b. quantity of good output generated from a specific amount of input during a time period.
c. quantity of good output generated from the quantity of good input used during a time
period.
d. total quantity of input used to generate total quantity of output for a time period.
ANS: B

DIF: Moderate

OBJ: 16-1

4. Which of the following can be used to indicate factors that slow down or cause unnecessary work in a
process?
a. activity analysis
b. total quality management
c. cost of quality
d. all of the above
ANS: A

DIF: Easy

OBJ: 16-1

5. Which of the following are undesirable from a consumer perspective but are frequently needed?
a. value-neutral activities
b. value-added activities
c. non-value-added activities
d. none of the above
ANS: C

DIF: Easy

OBJ: 16-1

6. Which of the following would typically be viewed as non-value-added activities?

Moving
material
a.
b.
c.
d.

yes
no
no
yes

ANS: D

Inspecting
raw material
yes
no
yes
yes

DIF: Easy

Attaching product
components
yes
no
no
no

Storing
finished goods
no
yes
yes
yes

OBJ: 16-1

7. __________ places the primary responsibility for quality on the maker or producer.
a. Pareto analysis
b. Quality control
c. Benchmarking
d. Activity analysis
ANS: B

DIF: Easy

OBJ: 16-1

70

8. All attempts to reduce variability and defects in products reflect the implementation of
a. activity analysis.
b. statistical process control.
c. quality control.
d. control charts.
ANS: C

DIF: Easy

OBJ: 16-1

9. Control charts are appropriate devices in

a. total quality control.
b. statistical process control.
c. total quality management.
d. all of the above.
ANS: D

DIF: Moderate

OBJ: 16-1

10. A control chart graphs

a. actual process results relative to a range of acceptable variation.
b. expected process results relative to upper and lower control limits.
c. actual process results relative to value-added and non-value-added activities.
d. the cost of process malfunctions relative to the cost of reducing process variations.
ANS: A

DIF: Easy

OBJ: 16-1

11. The addition or removal of product or service characteristics to satisfy additional needs, especially
price, reflect the ________ of a product or service.
a. value
b. grade
c. quality
d. durability
ANS: B

DIF: Moderate

OBJ: 16-1

12. Value reflects the ability of a product to

a. provide the best quality at any price.
b. have all possible product and service characteristics.
c. meet the majority of a customer's needs at the lowest possible price.
d. have the longest technical or service life and the best warranty.
ANS: C

DIF: Moderate

OBJ: 16-1

13. Comparing the way a "best-in-class" company performs a specific activity (such as distribution) is
called
a. process benchmarking.
b. results benchmarking.
c. total quality management benchmarking.
d. SPC benchmarking.
ANS: A

DIF: Easy

OBJ: 16-2

71

14. Benchmarking allows a company to

a. identify its strengths and weaknesses.
b. imitate those ideas that are readily transferable.
c. improve on methods in use by others.
d. all of the above.
ANS: D

DIF: Easy

OBJ: 16-2

15. Benchmarking against direct competitors creates the risk of

a. creating products or services with identical specifications.
b. becoming stagnant relative to process improvements.
c. being taken over by the competitors to prevent a loss of ideas.
d. all of the above.
ANS: B

DIF: Moderate

OBJ: 16-2

16. Reverse engineering is used in

a. statistical process control.
b. process benchmarking.
c. results benchmarking.
d. price fixing.
ANS: C

DIF: Moderate

OBJ: 16-2

17. Benchmarking against noncompetitors is extremely important in

a. process benchmarking.
b. results benchmarking.
c. reverse engineering.
d. all of the above.
ANS: A

DIF: Moderate

OBJ: 16-2

18. Benchmarking
identifies "best-in-class" companies

analyzes the "negative gap"

yes
no
yes
no

a.
b.
c.
d.
ANS: C

no
yes
yes
no

DIF: Easy

OBJ: 16-2

19. Benchmarking does which of the following activities relative to a "best-in-class" (BIC) company?
Compares BIC's
products and
processes
with own
a.
b.
c.
d.

yes
yes
no
yes

ANS: D

Copies BIC's
products and
processes
directly

Improves on
BIC's products
and
processes

yes
no
no
no

DIF: Easy

yes
no
yes
yes

OBJ: 16-2

72

20. Which of the following is not a step in benchmarking procedures?

a. analyze the "positive gap"
b. engage in continuous improvement
c. analyze the "negative gap"
d. identify "best-in-class" companies
ANS: A

DIF: Moderate

OBJ: 16-2

21. Which of the following is not a critical element in a total quality management system?
a. employee involvement
b. activity-based costing
c. continuous improvement
d. problem prevention emphasis
ANS: B

DIF: Moderate

OBJ: 16-3

22. A total quality system should be designed to promote a reorientation of thinking from an emphasis on
a. internal quality improvements to an emphasis on external benchmarking.
b. the planning process to an emphasis on the performance evaluation process.
c. inspection to an emphasis on prevention.
d. process benchmarking to an emphasis on results benchmarking.
ANS: C

DIF: Moderate

OBJ: 16-3

23. Which of the following is the first element of knowledge needed by a company wanting to pursue total
quality management?
a. what the company's customers want
b. who the company's customers are
c. how the company's processes are designed
d. what the components of the company's product are
ANS: B

DIF: Easy

OBJ: 16-3

24. Total quality management is inseparable from the concept of

a. ISO certification.
b. centralized organizational structure.
c. continuous improvement.
d. the product life cycle.
ANS: C

DIF: Easy

OBJ: 16-3

25. A company will not achieve world-class status unless a quality focus
a. allows that company to achieve one or more major quality awards.
b. becomes an integral part of the organization's culture.
c. emphasizes the elimination of all quality costs for compliance and noncompliance.
d. has been mandated by management for workers to pursue.
ANS: B

DIF: Easy

OBJ: 16-3

73

26. Which of the following statements is true?

a. The more customers a company has, the better off the company is.
b. A company should spare no expense to provide customer satisfaction.
c. Most customers stop doing business with a company because of poor product or service
quality.
d. Cost-benefit analysis can help identify customers that cost more than they are worth to the
company.
ANS: D

DIF: Easy

OBJ: 16-4

27. The four categories of product quality costs are

a. external failure, internal failure, prevention, and carrying.
b. external failure, internal failure, prevention, and appraisal.
c. external failure, internal failure, training, and appraisal.
d. warranty, product liability, training, and appraisal.
ANS: B

DIF: Easy

OBJ: 16-4

28. The number of product defects discovered by consumers is what kind of performance indicator?
Qualitative

Quantitative

Financial

Nonfinancial

yes
no
no
yes

no
yes
yes
no

no
no
yes
no

yes
yes
no
yes

a.
b.
c.
d.

ANS: B

DIF: Easy

OBJ: 16-4

29. Money spent on employee training is a

a. prevention cost.
b. appraisal cost.
c. empowerment cost.
d. Pareto cost.
ANS: A

DIF: Easy

OBJ: 16-4

30. Production quality is affected by

a. worker productivity.
b. the amount of failure costs incurred.
c. worker skill level.
d. just-in-time suppliers.
ANS: C

DIF: Easy

OBJ: 16-4

31. Mistakes not eliminated by prevention costs may cause

appraisal costs
a.
b.
c.
d.

no
no
yes
yes

ANS: D

failure costs
no
yes
no
yes

DIF: Easy

OBJ: 16-4

74

32. Product quality includes all of the following except

a. appeal.
b. performance.
c. durability.
d. price.
ANS: D

DIF: Easy

OBJ: 16-4

33. Recalls are fairly common events for automobile manufacturers. The costs of recalling and repairing a
car create
internal failure costs
a.
b.
c.
d.

external failure costs

prevention costs

yes
yes
yes
no

no
yes
no
yes

yes
yes
no
yes

ANS: A

DIF: Easy

OBJ: 16-4

34. An appraisal cost is created by

a. installing automated technology.
b. reworking products.
c. verifying procedures.
d. rescheduling and setup.
ANS: C

DIF: Easy

OBJ: 16-4

35. Compliance costs include

prevention costs
a.
b.
c.
d.

yes
no
yes
yes

ANS: C

appraisal costs
no
yes
yes
yes

DIF: Easy

internal failure costs

no
yes
no
yes

OBJ: 16-4

36. Management can decide where to concentrate its quality prevention dollars using
a. statistical process control charts.
b. just-in-time inventory systems.
c. a feedback loop.
d. Pareto analysis.
ANS: D

DIF: Easy

OBJ: 16-5

37. Historically, the cost of quality has been

a. included in account balances for items such as Work in Process Inventory and marketing
expenses.
b. detailed in various "cost of quality" account balances on the Income Statement.
c. immaterial because no accounts were developed to detail these amounts.
d. generally spent in the prevention rather than the appraisal category.
ANS: A

DIF: Easy

OBJ: 16-5

75

38. A significant cost of quality that is not recorded in the accounting records is the
a. failure cost for a customer complaint center.
b. cost of reworking products to bring them up to specification.
c. opportunity costs of forgone future sales.
d. appraisal cost for product equipment.
ANS: C

DIF: Easy

OBJ: 16-5

39. A cost of quality report compares current period quality costs in specified categories to
a. last year's quality costs.
b. current period budgeted quality costs.
c. total quality costs for the period.
d. both a and b.
ANS: D

DIF: Easy

OBJ: 16-5

40. Which of the following is not one of the three objectives of a quality program?
a. Product quality should be consistent to always meet the purchaser's need(s).
b. A quality program should give management confidence that the quality is and will be at a
constant level.
c. A quality program should give customers confidence that the intended quality will be
achieved in products.
d. Product quality should always vary because customers change their wants and needs over
time.
ANS: D

DIF: Moderate

OBJ: 16-6

41. The most visible embodiment of total quality management in the United States is
a. being awarded the Deming Prize.
b. achieving ISO 9000 certification.
c. meeting industry standards.
d. receiving the Baldrige Award.
ANS: D

DIF: Easy

OBJ: 16-6

42. Which of the following are categories judged for the Baldrige Award?
Benchmarking
a.
b.
c.
d.

no
yes
yes
no

ANS: A

Business
results

Use of SPC and

Pareto analysis

yes
yes
yes
no

DIF: Moderate

no
yes
no
no

Customer
focus
yes
yes
yes
no

Leadership
yes
yes
no
no

OBJ: 16-6

43. The ISO 9000 series refers to

a. international guidelines for quality standards.
b. provisions regarding benchmarking activities in the European Union.
c. guidelines for appropriate expenditures on the various categories of quality costs.
d. all of the above.
ANS: A

DIF: Easy

OBJ: 16-8

76

44. The ISO 9000 standards

a. indicate which companies' products are better than those of competitors.
b. allow management to decide how to meet the standards for quality assurance.
c. include specific directives about product design, material procurement, and environmental
responsibilities.
d. compose a program of quality assurance under which companies are registered by the
International Organizational for Standardization.
ANS: B

DIF: Easy

OBJ: 16-8

45. A quality audit involves a review of

manufacturing
processes
a.
b.
c.
d.

cost of
quality standards

yes
no
no
yes

ANS: D

yes
yes
no
no

DIF: Easy

quality
documentation
yes
yes
no
yes

OBJ: 16-8

46. Registration under ISO 9000 is

a. required for all companies doing business internationally.
b. required for all European companies doing business in Europe.
c. not required for U.S. companies unless they use European suppliers.
d. required for all companies producing regulated products to be sold in the European Union.
ANS: D

DIF: Easy

OBJ: 16-8

Variance Corporation
Variance Corporation is a manufacturer of a versatile statistical calculator. The following information
is a summary of defective and returned units for the previous year.
Total defective units
Number of units reworked
Number of customer units returned
Profit for a good unit
Profit for a defective unit
Cost to rework a defective unit
Cost of a returned unit
Total prevention cost
Total appraisal cost

1,000
750
150
$40
$25
$10
$15
$10,000
$5,000

47. Refer to Variance Corporation. The profit lost by selling defective units not reworked is
a. $25,000.
b. $15,000.
c. $18,750.
d. $3,750.
ANS: D
250 units not reworked * $15 incremental difference = $3,750
DIF: Moderate

OBJ: 16-4

77

48. Refer to Variance Corporation. The total rework cost is

a. $7,500.
b. $15,000.
c. $2,500.
d. $3,750.
ANS: A
750 units reworked * $10/unit rework cost = $7,500
DIF: Moderate

OBJ: 16-4

49. Refer to Variance Corporation. The cost of processing customer returns is

a. $9,000.
b. $2,500.
c. $22,500.
d. $2,250.
ANS: D
150 returned units * $15/unit = $2,250
DIF: Moderate

OBJ: 16-4

50. Refer to Variance Corporation. The total failure cost is

a. $15,000.
b. $13,500.
c. $11,250.
d. $8,250.
ANS: B
750 units reworked * $10/unit
150 units returned * $15/unit
250 units not reworked * $15/unit
Total

DIF: Moderate

$ 7,500
2,250
3,750
$13,500
======

OBJ: 16-4

51. Refer to Variance Corporation. The total quality cost is

a. $15,000.
b. $15,750.
c. $28,500.
d. $11,250.
ANS: C
Total failure costs
Total prevention costs
Total appraisal costs
Total quality costs

DIF: Moderate

$13,500
10,000
5,000
$28,500
======
OBJ: 16-4

78

52. Refer to Variance Corporation. The profit lost by selling defective units to Greenstein Company totals
$1,440. The total rework cost for 700 units is $28,000. The difference between the profit earned on a
good unit and a defective unit is $12. How many total defective units did Variance Corporation
produce?
a. 120
b. 740
c. 736
d. 820
ANS: D
Defective units sold $1,440/$12 per unit
Units reworked
Total defective units

DIF: Moderate

120 units
700 units
820 units
=======

OBJ: 16-4

53. Denison Company's cost of compliance is $58,000. Appraisal cost is $21,000 and failure cost is
$32,000. The company's total quality cost is
a. $53,000.
b. $79,000.
c. $90,000.
d. $111,000.
ANS: C
Cost of compliance
Failure cost
Total quality cost

DIF: Moderate

$58,000
32,000
$90,000
======
OBJ: 16-4

79

SHORT ANSWER
1. Discuss the four categories of quality costs.
ANS:
Prevention costs are incurred to prevent product or service defects and decrease the number of
nonconforming units produced. These costs include items such as quality training programs, quality
reporting, quality audits, and quality circles. Raw material vendors are selected with the understanding
that all delivered materials meet acceptable quality limits.
Appraisal costs arise from determining whether products are in agreement with their specifications.
These costs include inspection of raw material, supervising appraisal
activities, and product acceptance or sampling finished batches to see if they meet specifications.
Failure costs make up the other two types of quality costs. Internal failure costs result when the
products don't meet specifications and must be reworked or discarded. These costs include scrap,
rework, retesting, and design changes. High-quality prevention should eliminate internal failure costs.
External failure costs occur when buyers note defects after delivery. These costs can be very high and
include lost sales from poor performance of the product, returns due to poor quality, warranties, and
product liability.
DIF: Moderate

OBJ: 16-4

2. What is the relationship between the incurrence of the various types of quality costs and the quantity of
output that meets specification?
ANS:
As the number of conforming units increases, both types of failure costs decrease rapidly. To decrease
failure costs, more prevention costs must be incurred. Identifying defective products before they leave
the factory can decrease the external failure costs immensely. Although, such identification may
increase internal failure costs. A greater emphasis on prevention will decrease appraisal costs and also
failure costs. Thus, over time, overall quality costs will decrease.
DIF: Moderate

OBJ: 16-4

3. What is continuous improvement? How does it relate to total quality management?

ANS:
Continuous improvement is behavior that encourages employees, either production or service, to
perform their tasks better as time passes. Thus, because product or service quality levels improve,
continuous improvement is directly related to TQM. Employees are also encouraged to "group think"
and brainstorm in quality circles to recognize and correct problems in the business environment.
DIF: Moderate

OBJ: 16-3

80

4. Discuss the concept of total quality management.

ANS:
TQM is a company-wide quality system that emphasizes employee involvement in improving product
or service quality throughout the firm. It uses a continuous improvement process that is always striving
to update upon the existing system. It uses techniques that encourage employees to make suggestions
about how the product or production process can be improved. TQM necessitates an internal
managerial system of decision making, controlling, and planning. TQM involves continuous
improvement that exceeds customer/client expectations.
DIF: Moderate

OBJ: 16-3

5. How do control charts mesh with the concept of total quality control (TQC)?
ANS:
Control charts are graphical, statistical presentations that identify occurrences of products or services
as to whether they fall within some measure of performance. Upper and lower limits of acceptability
are displayed on the chart. TQC expects all products to meet specifications. Thus, no measures of units
or services performed should exceed these limits.
DIF: Moderate

OBJ: 16-1

6. Discuss the relationship between benchmarking and total quality management (TQM).
ANS:
TQM is a system of the organization that emphasizes continuous improvement processes that meet or
exceed customer quality expectations. It emphasizes quality principles throughout the firm.
Benchmarking is the process of investigating, comparing, and evaluating a company's processes,
products, and/or services against those of companies believed to be the "best in class." Benchmarking
stresses quality improvement by finding out how other firms are doing what you do better and
attempting to pattern your own processes after what these firms are doing and striving to improve
those processes. Benchmarking has been implemented by many firms that have adopted JIT and that
have insisted their suppliers do the same. These firms gain insight on
how to follow JIT by
communicating with other firms.
DIF: Moderate

OBJ: 16-3

7. Compare and contrast results benchmarking and process benchmarking.

ANS:
Results benchmarking is associated with quality but is concerned with whether the final product meets
product/service specifications. Process benchmarking focuses on practices of competitors or noncompetitors that are considered "best-in-class" and tries to adopt features with which the questioning
company has problems
DIF: Moderate

OBJ: 16-2

81

8. Discuss increased competition and improved problem solving skills as they relate to benchmarking.
ANS:
Increased competition and improved problem solving skills are two benefits of benchmarking.
Benchmarking helps companies become more competitive in their markets by examining what
competitors do in relation to organization practices. Once these differences are determined, the
organization will be in a better position to make changes that will help make the organization more
competitive. Benchmarking also increases problem-solving skills among employees in the
organization by providing a framework in which to operate more effectively. An increase in problem
solving ability should promote teamwork with the organization, which is critical to not only
benchmarking, but to total quality control.
DIF: Moderate

OBJ: 16-2

9. What are the four tenets of total quality management (TQM)?

ANS:
1. To dictate continuous improvement for an internal managerial system of planning,
controlling, and decision making for continuous improvement.
2. To require participation by everyone in the organization.
3. To focus on improving goods and services from the customers point of view.
4. To value long-term partnerships with suppliers.
DIF: Moderate

OBJ: 16-3

PROBLEM
Cokesbury Corporation
Cokesbury Corporation is a manufacturer of electronic blood pressure monitors for
home use. The following is a summary of quality costs for the first year of operations.
Total defective units
Number of units reworked
Number of customer units returned
Profit for a good unit
Profit for a defective unit
Cost to rework a defective unit
Cost of a returned unit
Total prevention cost
Total appraisal cost

1,500
800
200
$50
$30
$12
$20
$17,500
$9,500

1. Refer to Cokesbury Corporation. Compute the profit lost by selling defective units not reworked.
ANS:
Z = (D - Y) (P1 - P2 ) = (1,500 - 800)($50 - $30) = $14,000
DIF: Moderate

OBJ: 16-4

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2. Refer to Cokesbury Corporation. Compute the total rework cost.

ANS:
R = (Y) (r) = (800) ($12) = $9,600
DIF: Moderate

OBJ: 16-4

3. Refer to Cokesbury Corporation. Compute the cost of processing customer returns.

ANS:
W = (Dr) (w) = (200) ($20) = $4,000
DIF: Moderate

OBJ: 16-4

4. Refer to Cokesbury Corporation. What is the total failure cost?

ANS:
F = Z + R + W = $14,000 + $9,600 + $4,000 = $27,600
DIF: Moderate

OBJ: 16-4

5. Refer to Cokesbury Corporation. Determine the total quality cost.

ANS:
T = K + A + F = $17,500 + $9,500 + $27,600 = $54,600
DIF: Moderate

OBJ: 16-4

Seating Concepts
Seating Concepts has just finished its first year of business. Seating Concepts makes decorative
outdoor furniture. The firm manufactured 2,500 pieces of furniture during the year: 2,400 were sold at
garden centers for $456,000; 100 pieces were defective and could only be sold as scrap metal (25
pounds each and can be sold for $2.50 per pound). No defective units could be reworked. During the
year the following costs were incurred:
Total appraisal cost
Total prevention cost
Total production cost
Total selling and administrative cost

$9,000
25,700
250,000
70,000

6. Refer to Seating Concepts. Compute the total profits lost by the company from selling scrap units
during its first year of operations.
ANS:
Price for good units: $456,000 2,400 = $190
Price for defective units: $6,250* 100 = $ 62.50
*25 pounds 100 pieces $2.50/pound.
Profits lost: 100 ($190.00 - $62.50) = $12,750
DIF: Moderate

OBJ: 16-4

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7. Refer to Seating Concepts. Compute the total quality cost incurred by the company during the first
year of operations.
ANS:
Prevention cost
Appraisal cost
Total failure cost
DIF: Easy

$25,700
9,000
12,750
$47,450

OBJ: 16-4

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