ABSTRACT
The Juran principle of using a project-by-project approach to quality improve ment is so deeply ingrained in the thinking of company 4 that some of its personnel see little merit in carrying out full quality costings, other than to get a ‘snapshot’ of total quality costs from time to time just as a reminder of their magnitude. The weakness of this is that it does not encourage refinement of costs and all that is produced is a copy of the original snapshot enlarged by inflation. There is also a tendency to fall into the trap of according an ‘accurate’ status to costs which have been derived from an intensive study carried out over a short period at some earlier date and to fail to revise estimates of technical and engineering inputs. Any snapshots carried out should also be compared with earlier ones to pinpoint areas of improvement.
