I'll go out on a limb and be the devil's advocate. That's not to say I don't sympathise with your plight but, well, my sympathy won't help you. So allow me to add to Philip's perspective:

Your boss cares about the quality of the product, partly because his or her name and reputation will be tied to it. Part of the quality is the perceived amount of bugs. If you sell an awesome drill that drills four times faster than any competing drills, but also breaks down twice as often, you'll have a bad reputation. Even if it's arguable that the drill performs better, people get used to the speed, but they'll remember the breakdowns.

In hindsight, most bugs are obviously preventable. If only you were a little more careful, your boss will feel, you could avoid these issues and any necessary clean-up. From his perspective, that's a trivial, sensical thing to ask, and any arguing you do about it is both not going to work and is going to make you look bad.

He can't measure your superior productivity. You claim higher productivity based on a verifiable metric, so how do your colleagues feel about it? Do they agree, perhaps grudgingly, that you are a more productive programmer, or are you alone in your opinion? You'll make a stronger point if you have other people to back up your assertions.

That's for perspective. Now, how do you go about 'fixing' this frustrating situation you are in?

Do slow down a bit. Mention explicitly to whoever distributes tasks that you're going to try to lower the bug rate (*), so that they're not surprised by your lower intake. If anything, slowing down will reduce the number of bugs assigned to you out of sheer lack of supply.

_{(*) There's a difference between, on the one hand, acknowledging that there are bugs to your name and that you'll try to lessen that amount and, on the other hand, admitting that you have too many bugs to your name and should take action.}

Don't try to convince your boss, because it won't work. Again, that doesn't mean you have to concede your point; you can present a counterpoint and hold your opinion without dismissing his concerns. Because if you do argue the point and cannot satisfactorily prove your superior productivity (and even if you can), you're going to risk insulting your colleagues, or appearing dismissive of them. You don't want to be that guy.

I'll go out on a limb and be the devil's advocate. That's not to say I don't sympathise with your plight but, well, my sympathy won't help you. So allow me to add to Philip's perspective:

Your boss cares about the quality of the product, partly because his or her name and reputation will be tied to it. Part of the quality is the perceived amount of bugs. If you sell an awesome drill that drills four times faster than any competing drills, but also breaks down twice as often, you'll have a bad reputation. Even if it's arguable that the drill performs better, people get used to the speed, but they'll remember the breakdowns.

In hindsight, most bugs are obviously preventable. If only you were a little more careful, your boss will feel, you could avoid these issues and any necessary clean-up. From his perspective, that's a trivial, sensical thing to ask, and any arguing you do about it is both not going to work and is going to make you look bad.

He can't measure your superior productivity. You claim higher productivity based on a verifiable metric, so how do your colleagues feel about it? Do they agree, perhaps grudgingly, that you are a more productive programmer, or are you alone in your opinion? You'll make a stronger point if you have other people to back up your assertions.

That's for perspective. Now, how do you go about 'fixing' this frustrating situation you are in?

Do slow down a bit. Mention explicitly to whoever distributes tasks that you're going to try to lower the bug rate (*), so that they're not surprised by your lower intake. If anything, slowing down will reduce the number of bugs assigned to you out of sheer lack of supply.

_{(*) There's a difference between, on the one hand, acknowledging that there are bugs to your name and that you'll try to lessen that amount and, on the other hand, admitting that you have too many bugs to your name and should take action.}

Don't try to convince your boss, because it won't work. Again, that doesn't mean you have to concede your point; you can present a counterpoint and hold your opinion without dismissing his concerns. Because if you do argue the point and cannot satisfactorily prove your superior productivity (and even if you can), you're going to risk insulting your colleagues, or appearing dismissive of them. You don't want to be that guy.