Abstract
Process Model of Quality Cost Monitoring for Small and Medium Wood-Processing Enterprises
Highlights
The empirical study is focused on small and medium wood-processing enterprises (SMEs), which make 99.8 % of all companies in the branch, and where the quality cost monitoring often works as a latent management subsystem
The present process model of quality cost for wood-processing SMEs consists of components that take into consideration the aspects of both process quality and bookkeeping. 1a) Aspect of quality and processes – identification of enterprise quality objectives
The majority of objectives should be measurable values within the enterprise, as this is a basic feature of the quality cost monitoring. 2a) Aspect of quality and processes – identification of enterprise processes
Summary
Al-Dujaili (2013) presents a research aimed at discovering a relationship between the quality improvements, quality costs, and productivity. By defying the concept of quality control, referring to the types of quality costs – prevention costs, appraisal costs, internal and external failure costs; and seeking to measure the impact of the quality improvement on productivity and costs, creates an opportunity for the company to improve. Juran (1987) was one of the first authors to write about quality costs. M. Juran (1987) was one of the first authors to write about quality costs He describes the Quality Cost Optimum Model, which is a baseline for other models. Srivastava (2008) used these categories through the DMAIC (DefineMeasure-Analyse-Improve-Check) methodology for quality cost analysis, to identify significant quality cost drivers and to suggest measurements and directions for the research.
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