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Crosby
- 1. Group 3
- 2. I n 1957 h e w a s o f f e r e d a j o b a s a s e n i o r q u a l i t y e n g i n e e r wi t h Ma r t i n Ma r i e t t a Co mp a n y i n O r l a n d o , Fl o r i d a D e v e l o p e d h i s "Z e r o De f e c t s " c o n c e p t s , b e g a n wr i t i n g a r t i c l e s f o r v a r i o u s j o u r n a l s , a n d s t a r t e d h i s s p e a k i n g c a r e e r .
- 3. In 1979 he founded Philip Crosby Associates, Inc., with headquarters in Winter Park, Florida. It grew into a publicly traded corporation with 300 employees around the world and $80 million dollars in revenue. T a u g h t ma n a g e me n t h o w t o e s t a b l i s h a p r e v e n t i v e c u l t u r e t o g e t t h i n g s d o n e r i g h t t h e f i r s t t i me . G e n e r a l Mo t o r s , C h r y s l e r , Mo t o r o l a , X e r o x , ma n y
- 4. The principles of the methodology are f o u r -f o l d : Qu a l i t y i s c o n f o r ma n c e t o r e q u i r e me n t s De f e c t pr e v e nt i on i s pr e f e r a bl e t o qua l i t y i n s pe c t i on a nd c o r r e c t i on Ze r o De f e c t s i s t h e qu a l i t y s t a nda r d
- 5. • I s n ’t Z D i mp r a c t i c a l ? • Wh a t i s s o s p e c i a l a b o u t t h e wo r d s Z e r o De f e c t s ? Wh y n o t u s e e x c e l l e n c e o r s o me t h i n g l i k e t h a t ? • P e o p l e wi l l t h i n k t h a t ZD i s t o o r i g i d . T h e y l i k e l o o s e r s t a n d a r d s s o t h e y c a n
- 6. • Pe o p l e r o u t i n e l y d o t h i n g s r i g h t f i r s t t i me • Ch a n g e i s a n t i c i p a t e d a n d u s e d t o a d v a n t a g e • Gr o wt h i s c o n s i s t e n t a n d p r o f i t a b l e • Ne w p r o d u c t s a n d s e r v i c e s a p p e a r wh e n
- 7. 1. Qu a l i t y me a n s c o n f o r ma n c e t o r e q u i r e me n t s . Re q u i r e me n t s n e e d e d t o b e c l e a r l y s p e c i f i e d s o t h a t e v e r y o n e k n e w wh a t wa s e x p e c t e d o f t h e m. 2. Q u a l i t y c o m e s f r o m p r e v e n t i o n . An d p r e v e n t i o n wa s a r e s u l t o f t r a i n i n g , d i s c i p l i n e , e x a mp l e , l e a d e r s h i p a n d mo r e . 7
- 8. 1. M a k e i t c l e a r t h a t ma n a g e me n t i s c o mmi t t e d t o q u a l i t y . 2. F o r m q u a l i t y i mp r o v e me n t t e a ms w i t h r e p r e s e n t a t i v e s f o r m e a c h d e p a r t me n t . 3. D e t e r m i n e w h e r e c u r r e n t a n d p o t e n t i a l q u a l i t y p r o b l e ms l i e . 8
- 9. 5. R a i s e t h e q u a l i t y a wa r e n e s s a n d p e r s o n a l c o n c e r n o f a l l e mp l o y e e s . 6. T a k e a c t i o n s t o c o r r e c t p r o b l e ms i d e n t i f i e d t h r o u g h p r e v i o u s s t e p s .
- 10. 8. T r a i n s u p e r v i s o r s t o a c t i v e l y c a r r y o u t t h e i r p a r t o f t h e q u a l i t y i mp r o v e me n t p r o g r a mme . 9. H o l d a “z e r o d e f e c t s d a y ” t o l e t a l l e mp l o y e e s r e a l i z e t h a t t h e r e h a s b e n a c h a n g e . 10. E n c o u r a g e i n d i v i d u a l s t o e s t a b l i s h i mp r o v e me n t g o a l s f o r t h e ms e l v e s a n d t h e i r g r o u p s .
- 11. 12. R e c o g n i z e a n d a p p r e c i a t e t h o s e wh o p a r t i c i p a t e . 13. E s t a b l i s h q u a l i t y c o u n c i l s t o c o mmu n i c a t e o n a r e g u l a r b a s i s . 14. Do i t a l l o v e r a g a i n t o e mp h a s i z e t h a t t h e q u a l i t y i mp r o v e me n t p r o g r a mme n e v e r e n d s . 11
- 12. I n t h e Cr o s b y s t y l e , t h e “V a c c i n e ” i s e x p l a i n e d a s me d i c i n e f o r ma n a g e me n t t o p r e v e n t p o o r q u a l i t y .
- 13. D e t e r mi n a t i o n Ma n a g e r s E d u c a th io o n d s u l Al l l e v e l o f I m p l eemg pn l e o y ti h a t a er t a t m e e e s o n e v e r y o n e i s mu s t b e f o r q u a l i t y H w t o e d u c a t e d i mp l e me n t
- 14. Awa r e n e s s p r e s e n t a t i o n Co u n s e l i n g o n a n a l y s i s Co s t o f q u a l i t y d e t e r mi n a t i o n Pr o b l e m e v a l u a t i o n St r a t e g y d e v e l o p me n t
- 15. Ex e c u t i v e c o l l e g e Ma n a g e me n t c o l l e g e Qu a l i t y e d u c a t i o n s y s t e m Wo r k s h o p s Co s t o f q u a l i t y Su p p l i e r q u a l i t y
- 16. Qu a l i t y c o l l e g e t e a c h e s 14 s t a g e i mp l e me n t a t i o n p r o c e s s St r a t e g y i s d e v e l o p e d a n d mo n i t o r e d
Editor's Notes
- In 1957 he was offered a job as a senior quality engineer with Martin Marietta Company in Orlando, Florida. During his eight years with Martin Marietta Mr. Crosby developed his "Zero Defects" concepts, began writing articles for various journals, and started his speaking career.In 1965 ITT, International Telephone and Telegraph, hired Mr. Crosby as a vice president in charge of corporate quality. During the fourteen years with ITT Mr. Crosby worked with many of the world's largest industrial and service companies, implementing his pragmatic management philosophy, and found that it worked.In 1979 he founded Philip Crosby Associates, Inc., with headquarters in Winter Park, Florida. Over the next ten years it grew into a publicly traded corporation with 300 employees around the world and $80 million dollars in revenue. Philip Crosby Associates taught management how to establish a preventive culture to get things done right the first time. General Motors, Chrysler, Motorola, Xerox, many hospitals, and hundreds of corporations worldwide came to Philip Crosby Associates to understand quality management.
- 1. Quality is conformance to requirementsEvery product or service has a requirement: a description of what the customer needs. When a particular product meets that requirement, it has achieved quality, provided that the requirement accurately describes what the enterprise and the customer actually need. This technical sense should not be confused with more common usages that indicate weight or goodness or precious materials or some absolute idealized standard. In common parlance, an inexpensive disposable pen is a lower-quality item than a gold-plated fountain pen. In the technical sense of Zero Defects, the inexpensive disposable pen is a quality product if it meets requirements: it writes, does not skip or clog under normal use, and lasts the time specified.[edit]2. Defect prevention is preferable to quality inspection and correctionThe second principle is based on the observation that it is nearly always less troublesome, more certain and less expensive to prevent defects than to discover and correct them.[edit]3. Zero Defects is the quality standardThe third is based on the normative nature of requirements: if a requirement expresses what is genuinely needed, then any unit that does not meet requirements will not satisfy the need and is no good. If units that do not meet requirements actually do satisfy the need, then the requirement should be changed to reflect reality.Further, the idea that mistakes are inevitable is rejected out of hand. Just as the CEO wouldn't accept 'mistakenly' not getting paid occasionally, his/her chauffeur 'mistakenly' driving them to the wrong business, or their spouse 'mistakenly' sleeping with someone else ('Gee, honey, I thought that was you I was in bed with!'), so the company shouldn't take the attitude that they'll 'inevitably' fail to deliver what was promised from time to time. Aiming at an "acceptable" defect level encourages and causes defects.[edit]4. Quality is measured in monetary terms – the Price of Nonconformance (PONC)The fourth principle is key to the methodology. Phil Crosby believes that every defect represents a cost, which is often hidden. These costs include inspection time, rework, wasted material and labor, lost revenue and the cost of customer dissatisfaction. When properly identified and accounted for, the magnitude of these costs can be made apparent, which has three advantages. First, it provides a cost-justification for steps to improve quality. The title of the book, "Quality is free," expresses the belief that improvements in quality will return savings more than equal to the costs. Second, it provides a way to measure progress, which is essential to maintaining management commitment and to rewarding employees. Third, by making the goal measurable, actions can be made concrete and decisions can be made on the basis of relative return.