Philip Crosby's contribution to quality management is summed up in his call for organizations to work towards the goal of zero defects. Here is a brief bibliographic exploration in which some of its postulates will be presented.
The zero defects philosophy
In Quality does not cost. The art of ensuring Crosby quality begins with a maxim that summarizes its broad proposal:
Quality does not cost. It's not a gift but it's free. What costs money is the things that don't have quality - all the actions that result from not doing things right the first time.
In Reflections on quality, he raises the following considerations about his zero defects philosophy:
"Zero defects" is the battle cry of defect prevention. It means "get the job done right the first time."
There is no substitute for the words "zero defects." They are absolutely clear.
In a true zero-defect approach, there are no trivialities.
"Zero defects" means doing what we agreed to when we agreed to do it. It means clear requirements, training, a positive attitude, and a plan.
Standard performance is zero defects.
The absolutes of quality management
According to Miranda et.al. (p.39), for Crosby quality improvement must be based on what he called the absolute of quality management:
- The absolute first is based on defining quality as compliance with established requirements, so that quality improvement will be achieved by getting everyone to do things right the first time. For this, it is necessary that all workers know these established requirements and that the management provide the necessary means to achieve them.The second absolute affirms that the system that causes quality is prevention. Here all the experts agree. The idea is not to find mistakes, but to avoid them. If we rely on mass inspection to detect errors, costs will grow even if nothing is wrong; Inspectors must be paid their salary, and if they find a mistake, then the cost of having to rework the product must be added. To reduce costs, the system itself must be made to produce quality products so that inspection of the final product is not necessary. The third absolute says that the only valid performance standard is zero defects. One of Crosby's ongoing battles with quality statistical methods. is that everyone accepts as inevitable that sometimes some things will not work out. Crosby says that companies can and should always produce defect-free products. Errors occur for two main reasons: lack of knowledge or lack of attention. In both cases, the training can generate the change of mentality necessary to do things right the first time and achieve the zero defect standard.The fourth absolute affirms that the only valid measure of the organization's performance is the cost of quality. Quality is measured by the cost of doing the wrong thing or the cost of quality. This cost can be divided into the price of non-compliance (it would correspond to the cost of failures) and the price of compliance (it would include prevention costs). The calculation of the default price will reveal the quantitative relevance of the defects and the importance of implementing a quality improvement system.
The 14 steps to quality improvement
The four absolutes are the basis for the development of the quality improvement process that is made up of the following 14 steps, perfectly summarized by Miranda et.al. (p.41) like this:
- Management commitment. Managers must clearly state their commitment to improving quality by setting a quality policy in the organization, repeatedly communicating their commitment and giving importance to quality in regular management meetings. Quality Improvement Team, EMC. A team must be created to direct the improvement process with well-defined leadership and fluent communication with senior management. Quality measurement. In order to quantify existing problems and the effectiveness of corrective measures. Quality cost assessment. It is about identifying the different elements that make up the quality cost and training managers in the use of this management tool. Quality awareness. A good communication system must be in place that encourages workers' concern for quality problems and conveys the management's commitment to quality improvement. Corrective action. There must be a systematic procedure for the identification and resolution of problems, based on an analysis of the causes that generate them. Establish an ad hoc committee for the zero defects program. A plan of preparatory activities must be prepared for the formal inauguration of the zero defects program (zero defects day), for this, the opinions of all those involved in the improvement process must be counted on. Supervisor training. The most appropriate training program for each worker will have to be determined with a view to achieving the desired quality improvement. Zero defects day. A formal start day for the plan should be set that conveys all the cultural change in the organization and the overall commitment to achieving that goal. Set goals. All workers must establish individual improvement objectives and goals to be achieved in their work teams. Elimination of the cause of errors. A fluid communication system should be implemented between workers and management so that they can convey the problems they face in order to achieve their individual improvement objectives. Recognition. It is essential to establish a recognition system for employees and managers alike, which is not based exclusively on financial incentives. In charge of improving quality. These are regular meetings of the different quality managers to share their experiences and knowledge. Do it again. The quality improvement process has no end, but there are always possibilities for improvement and problems to solve.
The 6 Cs of quality
Guajardo (p.71) indicates that, according to Crosby, every organization that applies quality management goes through six stages of change called the 6 Cs:
- The Understanding begins at the managerial level, identifying and full understanding of the four basic principles of quality administration, and ends with understanding all personal.En the Commitment, the organization led by management, establishes a commitment with quality and with its four fundamental principles.To achieve the Competence, a method or plan is defined in the organization, which ensures that everyone understands and has the opportunity to participate in the improvement of quality.The organization must have a plan of communication to help document and disseminate stories about success.The CorrectionIt implies having a formal system that includes all departments and employees, to attack non-compliance problems. To guarantee Continuity, quality must be given the number one priority among the important aspects of the business.
The pro quality vaccine
In Quality without tears, he proposed the following elements (ingredients) for the elaboration of a mechanism designed to promote the prevention of defects in organizations.
- Integrity
- The General Manager is determined that every client receives what he has promised; believes that the company will only prosper when all the staff think that way; and is determined that neither customers nor employees have to suffer inconvenience The Director of Operations thinks that management action is a comprehensive merger that requires that quality be placed first among its equals, which are scheduling and costs Senior executives accountable to A's and B's take requirements so seriously that they don't allow for deviations Managers who work under the direction of senior executives know that the future depends on their ability to get staff to do their jobs and do them right the first time.Professional employees know that the accuracy and integrity of their work determine the efficiency of all staff. Employees as a whole recognize that their individual commitment to the integrity of the requirements is what makes the company strong.
- The function of quality management is oriented to measure compliance with the requirements, as well as to accurately report any existing differences.The Quality Education System (SEC) guarantees that all company employees speak a language understand your personal position in making quality a matter of course The financial method for measuring the costs of non-compliance and compliance with the requirements is used to evaluate processes The use of the company's products or services company by customers is measured and described in a way that allows for corrective action.The company-wide emphasis on defect prevention serves as the foundation for ongoing review and planning that uses past and present experience to prevent the past from repeating itself.
- Information on the quality improvement process and achievements achieved in this field are constantly provided to all personnel. Recognition programs applicable to all levels of responsibility are part of the normal operations of the company. The person in the company will be able, with very little effort, to quickly identify and communicate errors, waste, opportunities or any other concern, to senior management, receiving an immediate response The first item on the agenda of any meeting about the situation of the company is the objective analysis of quality, in financial terms.
- Suppliers are educated and supported to deliver reliable, timely products and services. Procedures, products, and systems are evaluated and tested prior to deployment. They are then continuously analyzed and officially modified each time an opportunity for improvement is appreciated. Training is a routine activity in all tasks and is integrated, in particular, in new processes or procedures.
- Policies on quality must be clear and unambiguous The quality function is at the same hierarchical level as those functions that are subject to measurement and has full freedom of action Publicity and external communications are in full agreement with the requirements that products and services have to meet.
Finally, we leave you with a short video, by Educatina, in which the main contributions of Philip B. Crosby to quality management are condensed.
Bibliography
- Crosby B., Philip. Quality without tears: the art of managing without problems. CECSA, 1991 Crosby B., Philip. Quality does not cost. The art of making sure of quality. Compañía Editorial Continental, SA de CV 1987.Crosby B., Philip. Reflections on quality. 295 maxims of the world quality guru. McGraw Hill, 1996. Guajardo Garza, Edmundo. Total Quality Management. Editorial Pax México, 2008. Miranda González, JF; Miranda González, Francisco Javier; Chamorro Mera, Antonio, Rubio Lacoba, Sergio. Introduction to quality management. Delta Publications, 2007.
