Mercury, Inc., produces cell phones at its plant in Texas. In recent years, the company's market share has been eroded by stiff competition from overseas. Price and product quality are the two key areas in which companies compete in this market. A year ago, the company's cell phones had been ranked low in product quality in a consumer survey. Shocked by this result. Jorge Gomez, Mercury's president, initiated an intense effort to improve product quality. Gomez set up a task force to implement a formal quality Improvement program. Included on this task force were representatives from the Engineering, Marketing, Customer Service Production, and Accounting departments. The broad representation was needed because Gomez believed that this was a companywide program and that all employees should share the responsibility for its success W After the first meeting of the task force, Holly Elsoe, manager of the Marketing Department, asked John Tran, production manager, what he thought of the proposed program. Tron replied, "I have reservations. Quality is too abstract to be attaching costs to it and then to be holding you and me responsible for cost improvements. I like to work with goals that can see and count! I'm nervous about having my annual bonus based on a decrease in quality costs; there are too many variables that we have no control over." Mercury's quality improvement program has now been in operation for one year. The company's most recent quality cost report is shown below. Mereury, Inc. Quality Cost Report (in thousands) Last This Year Your Prevention costs: Machine maintenance Training suppliers $ $ 270 5 140 12 Check my work Mercury, Inc. Quality Cont Report (in thousanda) Lant Year This Year $ $ 270 5 25 300 140 12 90 242 40 185 225 20 90 110 Prevention costat Machine maintenance Training suppliers Quality circles Total prevention cont Appraisal costat Incoming inspection Final testing Total appraisal cost Internal failure costs: Rework Scrap Total internal failure cost External failure costs Warranty repairs Customer returns Total external failure cost Total quality cost Total production coat 110 74 184 62 50 112 68 36 264 92 332 128 $ 1.041 $ 592 $ 4,170 $ 4,570 As they were reviewing the report, Elsoe asked Tran what he now thought of the quality improvement program. Tran replied. "I'm relieved that the new quality Improvement program hasn't hurt our bonuses, but the program has increased the workload in the Production Department. It is true that customer returns are way down, but the cell phones that were Check my wc Amount Percentage of Total Production Cost Porcentage of Total Quality Cost Amount Parcentage of Total Production Cost Percentage of Total Quality Cost $ 270 %$ % 140 12 5 25 300 90 242 0.0 0.0 0.0 0.0 40 20 185 90 225 0.0 0.0 110 0.0 00 Prevention costs Machine maintenance Training suppliers Quality circles Total prevention costs Appraisal costs: Incoming inspection Final testing Total appraisal costs Internal failure costs: Rework Scrap Total internal failure costs Extemal failure costs: Warranty repairs Customer returns Total external failure costs Total quality cost Total production cost 110 74 62 50 112 184 0.0 0.0 0.0 49.0 68 264 332 1.041 4,170 0.0 0.0 0.0 0.0 36 92 128 592 4,570 0.0 0.0 0.0 0.0 $ $ $ $