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1、原文：原文：Development of a quantification proposal for hidden quality costs: applied to the construction sectorThe needs and demands of present markets, which are becoming more and more global and competitive, have converted quality management into a priority for those organizations that wish to consoli
2、date their position. Particularly, the challenge for construction industries is being able to define, develop, and implement amodel for quality management that favors the production of goods and services at the lowest possible cost and which is capable of satisfying customersMani et al. 2003. In fac
3、t, for many years business management has associated the concept of quality with high costs. Nevertheless, the term total quality management, in its present meaning, can be defined as “a set of concepts which can be extended to the whole organization, which permits producing products and/or services
4、 which satisfy customer demands at the lowest cost possible, and trying to make all the staff within the company feel satisfied with their work”Amat 1992. However, in order to attain this goal, it is necessary to eliminate costs associated with not doing things correctly the first time, but this is
5、only possible if these costs are identified and evaluated, that is to say, if quality costs are measured and analyzed.Since Juran(1951) introduced the concept of quality cost in the early 1950sit was not until the 1980s that the construction sector began to show an interest in the subject, many auth
6、ors have presented their own definitions of it. Among the many definitions given, in our opinion, the one which stands out for its clarity is the excellent definition by Campanella (1999), who considers quality costs as “those which are incurred from investing in preventing non compliance with requi
7、rements, evaluating compliance with the requirements of a product or service and failure to meet requirements.” Campanella completes his previous definition by emphasizing that any cost that would not have occurred if the quality were perfect, contributes to quality cost.Many companies do not inform
8、 about these costs because they are not calculated and as a consequence the companies are unaware of the real harm they are causing. Regarding this, many restigious authors, including Crosby(1979), Harrington(1987), Campanella(1999), and Dale among others, indicate that quality costs can easily reac
9、h percentages that are higher than 20% of sales. In the construction industry, several studies emphasize the quantitative importance of the subject.The essence of measuring quality cost can be found in the fact that each identified quality problem brings with it a visible recoverable cost which can
10、be assigned a valueCampanella （1999）.However, what happens when, because of the nature of the problem, it is impossible to carry out an objective valuation of the cost？The aim of this study is to answer this question. A methodology based on the foundations of fuzzy logic will be developed,which we b
11、elieve will substantially improve the quantification process of certain elements of quality cost in the construction industry, which are called “hidden” because of the inherent difficulties for their estimation.There are several different methodologies for the quantification of hidden quality cost.
12、None of them, however, consider the subjectivity and uncertainty that is present in any attempt to quantify such costs. The main contribution of this paper is the development of a method for the quantification of hidden quality costs based on fuzzy logic and its application to the construction secto
13、r.The main contribution of quality terms was proposed by Feigenbaum（1961）, who classified quality cost into four broad categories（PAF）: prevention（costs incurred from avoiding errors）,appraisal（the aim of which is to detect errors）, and internal and external failure costs（depending whether the error
14、 is found in the heart of the organization, which would be an internal error, or through the customer, external error, which could cause considerable harm to the companys image）. However, within the costs provoked by errors, failure costs, it is possible to introduce a new subdivision according to t
15、he components of cost. These are based on either objective criteria and as a result, quantification shouldbe relatively simplevisible quality costs, or it may be necessary to resort to essentially subjective and totally unconventional criteria for estimation which complicates this task considerablyi
16、nvisible or hidden quality costs（Dahlgaard et al. 1992; AECA1998）.In spite of the difficulty involved in measuring hidden quality costs, it is necessary to be aware not only of their existence but also of their importance （Giakatis et al. 2001）. In fact, as pointed out by Love and Irani（2003）, only some elements integrated in total quality cost can be estimated with a certain degree of accuracy and objectiveness.It is necessary to be aware of the fact that because the line between visible qua
