Philip B. Crosby: Quality Without Tears

The following material is summarized from Crosby's book Quality without Tears. It is a very popular paperback which can be read in a single sitting. Managers usually like Crosby because he relates real world examples, and gives some advice on how to actually implement his ideas.

essence embodied in the Absolutes of Quality Management and

Basic Elements of Improvement

Absolutes:

-definition of quality is conformance to requirements, not as goodness. Requirements setting is the responsibility of management Everyone must know what is expected, not base quality on opinion.
-the system of causing quality is prevention. Must understand the production process, and can use statistical tools to help us.
-less reliance on appraisal
-the performance standard is zero defects. AQL (Acceptable Quality Level) out the window.
-the measurement of quality is the price of nonconformance. Need quality cost data. Why? get management's attention, select opportunities for corrective action, and track performance over time. Has not been used as a management tool and should be.

Basic Elements of Improvement

-determination: Top management must be serious about quality improvement.
why fail:

a-the effort is called a program rather than a process
b-all effort is aimed at the lower level of the organization
c-the quality control people are cynical
d-training material is created by the training function
e-management is impatient for results -education: Absolutes must be understood by everyone.

-implementation: Every manager must understand the implementation process and be committed to it.

Summarizes with the 6 C's:

Comprehension-what is necessary
Commitment-dedication
Competence-implementation in methodical way
Communication-complete understanding of all those involved
Correction-elimination of opportunities for error
Continuance-continue to try to improve

Relies more heavily on changing corporate culture and attitudes than Deming and Ishikawa whom rely more heavily on statistical methods.

Characteristics of a troubled organization

1. Outgoing product or service contains deviations from agreed upon requirements.
2. Company has extensive field service network to deal with customer problems.
3. Management does not provide a clear performance standard or definition of quality, causing workers to develop their own.
4. Management does not know the cost of nonconformance.
5. Management denies that it is the cause of the problem.

ACRONYM: DIRFT: do it right the first time

Many managers like Crosby's philosophy or technique because it is more concrete.