Quality Guru Philip B. Crosby’sManagement Principles

1. Quality Guru Philip B. Crosby’s
Management Principles
Harishankar Sahu
MBA PM 07
TheIIHMRUniversity, Jaipur.

2. Early Life…
 Crosby was born in Wheeling, West Virginia, in 1926.
 He served in the Navy during World War II and again during the Korean War.
 In between, he earned a degree from the Ohio College of Medicine.
 He left after less than two years to become Senior Quality Engineer at The
Martin Company's new Orlando, Florida organization to develop the Pershing
missile.
 There he developed the Zero Defects concept.

3. Philip Crosby
Crosby is known for the concepts of
“Quality is Free” and “Zero
Defects”, and his quality
improvement process is based on
his four absolutes of quality:

4. Four Absolutes
1. Quality is conformance to requirements, and not for goodness.
2. The system of achieving quality is prevention and not
appraisal.
3. The performance standard is Zero Defects ( Do it right the first
time )
4. The measurement of quality is the price of nonconformance

5.  1) Make it clear that management is committed to quality.
 2) Form Quality Improvement Teams with senior representatives
from each department.
 3) Measures of Quality to identify the area for improvements.
 4) Evaluate the cost of quality and explain its use as a
management tool.
 5) Initiating Corrective actions.
 6) Promoting Quality Awareness in the company.
Crosby's 14 Steps to Quality Improvement

6. Crosby's 14 Steps to Quality Improvement
 7) Planning Zero defect Programme.
 8 ) Setting goals for improvement by individual and groups in the organization.
 9) Organising supervisory training for employees.
 10) Promoting work systems for performing error-free work.
 11) Observe a Zero defect day to stress upon the required quality standard.
 12) Recognize those who meet their quality goals.
 13) Establish Quality Councils of quality professionals to share experiences,
problems and solutions.
 14) Do it all over again for further improvement.

7. A Real World Example
 Alberto Wisbeck took the job of top manager at Siemens’
worst factory in Jinan, China.
 Production capacity was low and the cost of raw materials
was 67% of sales.
 If efficiency did not improve, the factory would be closed.

8. What did Wisbeck do?
 Wisbeck focused on improving quality and meeting customer needs
 Following the 14-step quality improvement program, he encouraged
workers and supervisors to identify the processes and procedures that
were causing problems.
 Following training, top managers implemented projects in their own
work areas

9. What were the results?
 By focusing on faulty work processes, the managers avoided
reprimanding their workers—a critical cultural requirement.
 Over 300 projects saved the company $604,000 annually and
the plant rose to rank as Siemen’s #2 plant.

10. References
 www.philipcrosby.com/pca/index.html
 www.qualitygurus.com/gurus/list-of-gurus/philip-crosby/
 www.wppl.org
 en.wikipedia.org/wiki/Philip_B._Crosby

11. Thank You