Biography: Born in West Virginia in June 18, 1926 A businessman and author who contributed to management theory and quality management practices. Crosby initiated the Zero Defects program at the Martin Company Orlando, Florida plant.

After serving in WWII and the Korean War he has worked for Crosley, Martin-Marietta and ITT where he was corporate vice president for 14 years. In 1979 after a career at ITT, Crosby started the management consulting company Philip Crosby Association, Inc. The consulting group provides educational courses in quality management both at their headquarters in Winter Park, Florida and at eight foreign locations.

Also in this year he published his first business book, "Quality Is Free". Phil Crosby died in August, 2001, but his legacy will live on in better quality in thousands of organizations. CROSBY’s Quality Highlights :

Best known in relations to the concepts of Do It Right First time and Zero Defects. Crosby defines quality as conformance to the requirements which the company itself has established for its products based directly on its customer's needs CROSBY’s Quality Highlights :

He does not believe that workers should take prime responsibility for poor quality; the reality, he says, is that you have to get management straight. In the Crosby scheme of things, management sets the tone on quality and workers follow their example. CROSBY’s Quality Highlights :

Four Major Principles/Absolutes of Quality Management : Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'. The system for causing quality is prevention, not appraisal.

Four Major Principles/Absolutes of Quality Management : The performance standard must be Zero Defects, not "that's close enough". The measurement of quality is the Price of Nonconformance, not indices.

Zero defects Means that the company's objective is 'doing things right first time'. This will not prevent people from making mistakes, but will encourage everyone to improve continuously.

The “COST OF QUALITY" isn't the price of creating a quality product or service. It's the cost of NOT creating a quality product or service. In short, any cost that would not have been expended if quality were perfect contributes to the COST OF QUALITY. COST OF QUALITY:

Prevention Cost Appraisal Cost Internal Failure Cost External Failure Cost COST OF QUALITY: COPQ COQ Cost of Conformance Cost of Non- Conformance

A component of COQ for a work product; and is the total cost of ensuring that a product / service is of good quality. COC represents the organization’s investment in the quality of its products. COST OF CONFORMANCE (COC) Prevention Costs Appraisal Costs

The element of the *Cost Of Quality* representing the total cost of the organization’s failure to achieve a good Quality product. Costs incurred when products / services do not conform to the requirements or customer needs. COST OF NON- CONFORMANCE (CNC) Internal Failure Cost External Failure Cost

Prevention Cost Appraisal Cost Internal Failure Cost External Failure Cost COST OF QUALITY: COPQ COQ Cost of Conformance X Cost of Non- Conformance

Crosby's 14 Steps to Quality Improvement 1) Management is committed to quality – and this is clear to all 2) Create quality improvement teams – with (senior) representatives from all departments. 3) Measure processes to determine current and potential quality issues.

Crosby's 14 Steps to Quality Improvement 4) Calculate the cost of (poor) quality 5) Raise quality awareness of all employees 6) Take action to correct quality issues 7) Monitor progress of quality improvement – establish a zero defects committee.

8) Train supervisors in quality improvement 9) Hold “zero defects” days 10) Encourage employees to create their own quality improvement goals Crosby's 14 Steps to Quality Improvement

11) Encourage employee communication with management about obstacles to quality 12) Recognize participants’ effort 13) Create quality councils 14) Do it all over again – quality improvement does not end Crosby's 14 Steps to Quality Improvement

Crosby’s Successful Company Characteristics of the Eternally Successful Organisation People do things right routinely Growth is profitable and steady Customer needs are anticipated Change is planned and managed People are proud to work there

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