Crosby
Quality Control Guru
By Michael Roberts Joe Prather Blas Tenorio Andrew Peterson Andrew Sizelove
Summary
History Philosophy Acknowledgements Case Study
History
Was born in Wheeling, West Virginia on June 18, 1926 Crosby is a graduate of the Western Reserve University One early experience was as quality manager on the first Pershing missile programme Crosby began his career as a quality professional in 1952 after serving in World War II and the Korea War. Crosby was the corporate Vice president for the international Telephone Telegraph, world-wide responsibilities for quality .
History
1979, he founded Winter Park-based Philip Crosby Associates, Inc. Helped to counsel organization and corporations prevent problems rather than fix them, through quality processes. In 1991, he retired from PCA and founded Career IV, Inc., provided training for executives In 1997, he purchased the assets of PCA and established Philip Crosby Associates II, Inc. http://www.philipcrosby.com/pca/index.html
History
Crosby wrote 13 books, all of which were bestsellers. Quality is Free, Quality Without Tears, Running Things, The Eternally Successful Organization and Leading: The Art of Becoming An Executive, Zero Defects, His first business book, Quality is Free has been credited with beginning the quality revolution in the US and Europe. It sold over 2.5 million copies and was translated into 15 languages. He is the creator of the zero defects concept of quality management.
Crosby
Quality is not only free, its an honest to everything profit maker. Every penny you dont spend on doing things wrong, over, or instead of, becomes half a penny right on the bottom line. In these days of Who knows what is going to happen to our business tomorrow, there arent many ways to make a profit improvement. If you concentrate on making quality certain, you can probably increase your profit by an amount equal to 5% to 10% of you sales. Thats a lot of money for free.
Crosby advocated the "zero-defects" program adopted by the US federal government defining quality as "conformance to requirements". He emphasized prevention rather than inspection (audits) and promoted a definition of quality as "meeting the customers requirements the first time and every time"
TQM
Total Quality Management (TQM) is a participative management style that stresses total staff commitment to "customer" satisfaction. It is a holistic approach to managing complex organizations and replaces topdown management with decentralized customer-driven decision making. Total Quality Management is an integrated management system for creating and implementing a continuous improvement process -eventually producing results that exceed customer expectations. It is based on the assumption that 90 percent of problems are a result of process, not employees.
TQM page 2
The development of TQM can be traced to several consultants including Deming, Juran and Crosby. TQM is a process and strategy that in certain situations can improve an organization's effectiveness and efficiency.
TQM page 3
TQM places responsibility for quality problems with management rather than on the workers. A principal concept of TQM is the management of process variation which seeks to identify special and common needs. The objective of TQM is the continual improvement of processes, achieved through a shift in focus from outcomes (or products) to the processes that produce them. TQM achieves its objective through data collection and analysis, flow charts, cause and effect diagrams, and other tools which are used to understand and improve processes.
Crosbys Philosophy
1.
The 5 Absolutes of Quality Quality is defined as conformance to requirements, not as elegance or goodness There is no such thing as a quality problem It is always cheaper to do it right the first time The only performance measure is the cost of quality The only performance standard is zero defects
2. 3. 4. 5.
14 Steps to Improvement
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Establish management commitment Form a quality team Establish quality measures for each activity Evaluate cost of quality and indicate where corrective actions will lead to profit gains Create awareness in employees by training supervisors with appropriate materials Instigate action by encouraging employees to fix defects or ntify someoine who can fix them Designate a committee to find how to implement zero defects program Train employees and supervisors so they understand the steps Hold a ZD day to demonstrate company commitment Employees set goals on a 30, 60 or 90 day schedule Identify the causes of errors and remove them from processes Initiate award programs to award employees who meet their goals Establish Quality Councils and hold regular meetings Do it all over again.
Strengths
Approach is very clear and creative, and is supported by several tools that are easy to grasp Emphasizes worker participation (not just management), worker recognition Strong motivator Leadership
Weaknesses
Considered by some to be gimmicky Can be conceived as putting the blame on workers, which may lead to negative attitudes can mislead supervisors to think they have little impact 14 step plan is criticized for being too management and goal oriented Zero Defects can be misleading Requires the organization to accept and welcome changes
Crosby Acknowledgements
Vice President, Quality at International Telephone & Telegraph (ITT) Philip B. Crosby has written numerous books on quality management and has had many years of experience in this field. He is considered to be a leading Guru in quality management. His systems have been successfully introduced in many organizations, e.g. at ITT which saved $720 million as a result of implementing his quality process program, and at HPA Corporation Appliance Division.
The Quality Management Maturity Grid is used so that we know where our organization is at and as a means to move from disbelief and doubt to the conviction that quality is imperative to the success of our organization The three systems used by Crosby in his quality program are: 1. Quality Management Maturity Grid - measures present systems and pinpoints areas needing improvements 2. Quality Improvement Program - a fourteen-step procedure that was established through his work at the ITT Corporation 3. Make Certain Program - a person-to-person, white-collaroriented improvement program to prevent defects
Location: Los Angeles, CA Employment: Over 300 Industry: Nameplates, graphic overlays
Company Motto
Every employee of the company must have a complete education in the understanding of quality and what it means to him or her and the company
QIP
Quality Improvement Process was begun in 1990 based on Crosbys concepts Why QIP?
Appraisal-based Prevention/continuous improvement based quality system
ECR
Error Cause Removal System
Any employee can identify and easily report:
Problems Errors Waste Opportunity Other concerns
Increased business for suppliers Enabled Nelson to move to a state-of-the-art 117,000 square foot facility in the fall of 1999.
Nelson Today
ISO 9002 certified AS 9100 (pursuing) QIP leaders changed every two years Open book management Profit sharing based on team performance
Any Questions???