Mercury. Incorporated, 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. 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, "Thave 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 I 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 Mercury, Incorporated Quality Cost Report (in thousands) Last Year This Year $360 8 22 390 $ 120 20 80 22e 60 180 240 3e 86 116 Prevention costs: Machine maintenance Training suppliers Quality circles Total prevention cost Appraisal costs: 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 cost 150 72 222 68 50 118 77 250 327 $ 1,179 $ 4,260 27 86 113 $ 567 $ 4,660 W 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 returned by customers to retail outlets were rarely sent back to us for rework." Required: 1. Expand the company's quality cost report by showing the costs in both years as percentages of both total production cost and total quality cost. (Round your percentage answers to 1 decimal place (i.e 0.1234 should be entered as 12.3).) Mercury, Incorporated Quality Cost Report (in thousands) Last Year Percentage of Percentage of Total Production Total Quality Cost Cost This Year Percentage of Total Production Cost Amount Percentage of Total Quality Cost Amount $ 120 $ 360 Prevention costs Machine maintenance Training suppliers 20 8 (n Check my 8 22 390 20 80 220 60 180 240 30 86 116 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 External failure costs Warranty ropairs Customer returns Total external failure costs Total quality cost Total production cost 150 72 222 68 50 118 77 250 327 1.179 4,260 27 86 113 567 4,660 $ $ $ $