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Crosby
Philip Crosby is another major contributor to the quality movement. In 1979, he left
ITT (International Telephone and Telegraph) and wrote his book, Quality is Free, in
which he argues that dollars spent on quality and the attention paid to it always
return greater benefits than the costs expended on them. Whereas Deming and
Juran emphasized the sacrifice required for a quality commitment, Crosby takes a
less philosophical and more practical approach, asserting instead that high quality is
relatively easy and inexpensive in the long run.
Crosby is the only American quality expert without a doctorate. He is responsible for
the zero defects program, which emphasizes doing it right the first time, (DIRFT)
with 100 percent acceptable output. Unlike Deming and Juran, Crosby argues that
quality is always cost effective. Like Deming and Juran, Crosby does not place the
blame on workers, but on management.
Crosby also developed a 14point program, which is again more practical than
philosophical. It provides managers with actual concepts that can help them manage
productivity and quality. His program is built around four Absolutes of Quality
Management:
1.
2.
3.
4.
not goodness; (2) the system for achieving quality is prevention, not
appraisal; (3) the performance standard is zero defects, not that's close
enough; and (4) the measure of quality is the price of non-conformance,
not indexes.
Crosby's method does not dwell on statistical process control and problem
solving techniques that the Deming method uses. He stated that quality is
free because prevention will always be lower than the costs of detection,
correction and failure. Like Deming, Crosby had fourteen points:
1. Manage commitment, that is, top level management must be
convinced
and
committed
and
communicated
to
the
entire
company.
2. Quality improvement team composed of department heads, oversee
improvements.
3. Quality measurement are established for every activity.
4. Cost of quality is estimated to identify areas of improvement.
5. Quality awareness is raised among all employees.
6. Corrective action is taken.
7. Zero defects is planned for.
8. Supervisor training in quality implementation.
9. Zero defects day is scheduled.
10.
11.
management of problems.
12.
quality goals.
13.
14.
Similarities
Wiliam Edward
Deming
Joseph M. Juran
Philips P.Crosby
Importance of
customer
requirements as
standard
In Demings view,
the consumer is
by necessity the
most important
part of the
production
system: without a
consumer, there is
no reason to
produce.
to customer needs
and wants.
Quality is made in
the board room.
Dr.Deming's ideas
of hard work,
sincerity, decency,
and personal
responsibility,
forever changed
the world of
management. "It
is not enough to
just do your best
or work hard. You
must know what
to work on."
The process of
developing ideas
was a gradual one
for Dr. Juran. Top
management
involvement, the
Pareto principle,
the need for
widespread
training in quality,
the definition of
quality as fitness
for use. Majority of
Quality problems
are the fault of
poor management
rather than poor
workmanship.
Quality
improvement
starts from the
top.To create a
manufacturing
process that has
zero defects
management must
set the tone and
atmosphere for
employees to
follow. If
management does
not create a
system by which
zero defects,not
thats close
enough.
Goal of quality
Meet/exceed
customer needs;
continuous
improvement.
continuous
improvement.
Continuous
improvement by
setting zero
defects
production.
Different
William Edward
Deming
Joseph M. Juran
Philips P. Crosby
Basic orientation
toward quality
Technical- To
Deming, the only
meaningful
definition of
quality is that
which the
consumer
specifies. A
product could
meet every
Process-Juran's
work focuses on
the idea of process
that organizational
quality
Problems are
largely the result
of insufficient and
ineffective
planning for
possible technical
specification and
be offered at an
appropriate price,
but if it is the
wrong product, it
is worthless to the
consumer.
What is quality?
Chief elements of
implementation
quality. In
addition, Juran
fleshed out many
of the
implementation
issues involved
with quality
through his trilogy.
Nonfaulty systems
Juran defines
quality as "fitness
for use, the
14-point program
Dr. Deming's
famous 14 Points,
originally
presented in Out
of the Crisis, serve
as management
Breakthrough
projects; quality
council; quality
teams.
quality as a concept
which can only be
usefully defined by
the consumer.
Juran's work
focuses on the
idea that
organizational
quality
freedom from
trouble to achive
result of sufficient
and effective
planning for
setting the goal of
quality.
managed process,
could be a source
of profit for
an organization.
Second, Crosby
adopted a "zero
defects" approach
to
quality
management, and
emphasized the
behavioral and
motivational
aspects of quality
improvement
rather than
statistical
approaches.
Conformance to
requirements
Mr. Crosby defined
quality as a
conformity to
certain
specifications set
forth by
management and
not some vague
concept of
"goodness." These
specifications are
not arbitrary
either; they must
be set according
to customer needs
and wants.
14-step program;
cost of quality;
quality
management
"maturity grid".
guidelines. The
points cultivate a
fertile soil in which
a more efficient
workplace, higher
profits, and
increased
productivity may
grow.
Inspection / defect
control
Cease
dependence on
inspection to
achieve quality.
Eliminate the need
for mass
inspection by
building quality
into the product in
the first place.
Improvement basis
Repeated use of
PDSA cycle.
Put everyone in
the company to
work to
accomplish the
transformation.
The
transformation is
every body's job.
Cost of quality
- Companies
should look at the
total cost of
product or service
provided by others
, and not just the
purchase price.
Accepting the
lowest bid does
not guarantee the
lowest total cost.
Operator errors
can be reduced by
: foolproofing ,
keeping people
attentive,training ,
changing
technology ,
improving
communication ,
establishing
accountabilty ,
removing the
error-prone person
and motivation.
Quality
improvement
raises quality
performance to
imprecedented or
break through
levels.
- Cost Of Poor
Quality (COPQ) is
the sum of all
costs that would
disappear if there
were no quality
problems.
- Quality
improvement does
not come free.
Quality
improvement is
built on getting
everyone to do it
right the first time
(DIRFT).
Quality
improvement is a
process ,not a
program , and it
takes a long time
for it to become a
normal part of the
scene.
- Measurement of
quality is the price
of non
conformance , not
indexes.
- Price of non
conformance is by
counting every
thing
that is spent if
every thing was
not done right the
first time.