William Edwards Deming
What?
William Edwards Deming
(October 14, 1900 – December 20, 1993) was an American statistician, professor,
author, lecturer, and consultant. He promoted the Shewhart Cycle"Plan-Do-Check-Act"
named after Dr. Walter A. Shewhart (Out of Crisis, by Dr. W. Edwards Deming,
Figure 5) so often, that it has been also called the Deming Cycle, but not by
him. He is best known for promoting his management method called 14 Points (Out
of Crisis, by Dr. W. Edwards Deming,Preface) which is based and derived on a
system of thought called the System of Profound Knowledge consisting of four
components: the appreciation of a system, understanding of variation,
psychology and a theory of knowledge. These components work together and should
not be separated (The New Economics for Industry, Government and Education, 2nd
Edition, by Dr. W. Edwards Deming, Chapter 4).
When?
In
Japan, from 1950 onward, he taught top business managers how to improve design
(and thus service), product quality, testing, and sales (the last through
global markets) by various means, including the application of statistical
methods. Deming made a significant contribution to Japan's later reputation for
innovative, high-quality products, and for its economic power. He is regarded
as having had more impact upon Japanese manufacturing and business than any
other individual not of Japanese heritage. Despite being honored in Japan in
1951 with the establishment of the Deming Prize (The Deming Management Method,
by Mary Walton reviewed and a forward written by Dr. W. Edwards Deming), he was
only just beginning to win widespread recognition in the U.S. at the time of
his death in 1993. President Reagan awarded him the National
Medal of Technology in 1987. The following year, Deming
also received the Distinguished Career in Science award from the National
Academy of Sciences.
Who?
Born in Sioux
City, Iowa, William Edwards Deming was raised in Polk
City, Iowa on his grandfather Henry Coffin Edwards's chicken farm, then
later on a 40-acre (16 ha) farm purchased by his father in Powell,
Wyoming. He was the son of William Albert Deming and Pluma Irene Edwards,
His parents were well educated and emphasized the importance of education to
their children. Pluma had studied in San Francisco and was a musician. William
Albert had studied mathematics and law.
He was a direct descendant of John Deming,
(1615–1705) an early Puritan settler and original patentee of the Connecticut Colony, and Honor Treat, the
daughter of Richard Treat (1584–1669) an early New England
settler, Deputy to the Connecticut Legislature and also a Patentee of the Royal
Charter of Connecticut, 1662.
Deming married Agnes Bell in 1922, She died in
1930, a little more than a year after they had adopted a daughter, Dorothy.
Deming made use of various private homes to help raise the infant, and
following his marriage in 1932 to Lola Elizabeth Shupe, with whom he coauthored
several papers, he brought her back home to stay. He and Lola had two more
children, Diana and Linda. Diana and Linda survive, along with seven
grandchildren and three great-grandchildren. Dorothy died in 1984 and Lola in
1986.
Where?
Deming was a professor of statistics at New York
University's graduate school of business administration (1946–1993), and taught
at Columbia University's graduate school of
business (1988–1993). He also was a consultant for private business.
In 1927, Deming was introduced to Walter A. Shewhart of the Bell Telephone
Laboratories by C.H. Kunsman of the United States Department of Agriculture
(USDA). Deming found great inspiration in the work of Shewhart, the originator
of the concepts of statistical control of processes and the related technical
tool of the control chart, as Deming began to move toward the
application of statistical methods to industrial production and management.
Shewhart's idea of common and special causes of variation led directly to
Deming's theory of management. Deming saw that these ideas could be applied not
only to manufacturing processes, but also to the processes by which enterprises
are led and managed. This key insight made possible his enormous influence on
the economics of the industrialized world after 1950.
In 1936, he studied under Sir Ronald Aylmer Fisher and Jerzy
Neyman at University College, London, England.
Deming edited a series of lectures delivered by
Shewhart at USDA, Statistical Method from the Viewpoint of Quality Control,
into a book published in 1939. One reason he learned so much from Shewhart,
Deming remarked in a videotaped interview, was that, while brilliant, Shewhart
had an "uncanny ability to make things difficult." Deming thus spent
a great deal of time both copying Shewhart's ideas and devising ways to present
them with his own twist.
Deming developed the sampling techniques that
were used for the first time during the 1940 U.S. Census, formulating the
Deming-Stephan algorithm for iterative proportional fitting in the process.
During World War II, Deming was a member of the five-man Emergency Technical
Committee. He worked with H.F. Dodge, A.G. Ashcroft, Leslie E. Simon, R.E.
Wareham, and John Gaillard in the compilation of the American War Standards (American Standards Association
Z1.1–3 published in 1942) and taught statistical process control (SPC)
techniques to workers engaged in wartime production. Statistical methods were
widely applied during World War II, but faded into disuse a few years later in
the face of huge overseas demand for American mass-produced products.
In 1947, Deming was involved in early planning
for the 1951 Japanese Census. The Allied powers were occupying
Japan, and he was asked by the United States Department of the
Army to assist with the census. He was brought over at the behest of
General Douglas MacArthur, who grew frustrated at being unable to complete so
much as a phone call without the line going dead due to Japans shattered
post-war economy. While in Japan, his expertise in quality control techniques,
combined with his involvement in Japanese society, brought him an invitation
from the Japanese Union of Scientists and Engineers (JUSE).
JUSE members had studied Shewhart's techniques,
and as part of Japan's reconstruction efforts, they sought an expert to teach
statistical control. From June–August 1950, Deming trained hundreds of
engineers, managers, and scholars in statistical process control (SPC) and
concepts of quality. He also conducted at least one session for top management
(including top Japanese industrialists of the likes of Akio Morita,
the cofounder of Sony Corp.) Deming's message to Japan's chief executives
was that improving quality would reduce expenses while increasing productivity and market share. Perhaps the
best known of these management lectures was delivered at the Mt. Hakone
Conference Center in August 1950.
A number of Japanese manufacturers applied his
techniques widely and experienced heretofore unheard-of levels of quality and
productivity. The improved quality combined with the lowered cost created new
international demand for Japanese products.
Deming declined to receive royalties from the
transcripts of his 1950 lectures, so JUSE's board of directors established the Deming
Prize (December 1950) to repay him for his friendship and kindness. Within
Japan, the Deming Prize continues to exert considerable influence on the
disciplines of quality control and quality management.
In 1960, the Prime Minister of Japan (Nobusuke
Kishi), acting on behalf of Emperor Hirohito,
awarded Deming Japan's Order of the Sacred Treasure, Second Class.
The citation on the medal recognizes Deming's contributions to Japan's
industrial rebirth and its worldwide success. The first section of the
meritorious service record describes his work in Japan:
·
1947, Rice Statistics Mission member
·
1950, assistant to the Supreme Commander of the Allied
Powers
·
instructor in sample survey methods in government
statistics
The second half of the record lists his service
to private enterprise through the introduction of epochal ideas, such as
quality control and market survey techniques.
Among his many honors, an exhibit memorializing
Deming's contributions and his famous Red Bead Experiment is on display outside
the board room of the American Society for Quality.
How?
The
philosophy of W. Edwards Deming has been summarized as follows:
"Dr. W. Edwards Deming taught that by adopting
appropriate principles of management, organizations can increase quality and
simultaneously reduce costs (by reducing waste, rework, staff attrition and
litigation while increasing customer loyalty). The key is to practice continual
improvement and think of manufacturing as a system, not as bits and
pieces."
In
the 1970s, Deming's philosophy was summarized by some of his Japanese
proponents with the following 'a'-versus-'b' comparison:
(a) When people and organizations focus primarily on
quality, defined by the following ratio,
quality tends to increase and costs fall over time.
(b) However, when people and organizations focus primarily
on costs, costs tend to rise and quality declines over time.
"The
prevailing style of management must undergo transformation. A system cannot
understand itself. The transformation requires a view from outside. The aim of
this chapter is to provide an outside view—a lens—that I call a system of profound
knowledge. It provides a map of theory by which to understand the organizations
that we work in.
"The
first step is transformation of the individual. This transformation is
discontinuous. It comes from understanding of the system of profound knowledge.
The individual, transformed, will perceive new meaning to his life, to events,
to numbers, to interactions between people.
"Once
the individual understands the system of profound knowledge, he will apply its
principles in every kind of relationship with other people. He will have a
basis for judgment of his own decisions and for transformation of the
organizations that he belongs to. "
Deming
advocated that all managers need to have what he called a System of Profound
Knowledge, consisting of four parts:
- Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
- Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
- Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.
- Knowledge of psychology: concepts of human nature.
He
explained, "One need not be eminent in any part nor in all four parts in
order to understand it and to apply it. The 14 points for management in
industry, education, and government follow naturally as application of this
outside knowledge, for transformation from the present style of Western
management to one of optimization."
"The
various segments of the system of profound knowledge proposed here cannot be
separated. They interact with each other. Thus, knowledge of psychology is
incomplete without knowledge of variation.
"A
manager of people needs to understand that all people are different. This is
not ranking people. He needs to understand that the performance of anyone is
governed largely by the system that he works in, the responsibility of
management. A psychologist that possesses even a crude understanding of
variation as will be learned in the experiment with the Red
Beads (Ch. 7) could no longer participate
in refinement of a plan for ranking people.
The
Appreciation of a system involves understanding how interactions (i.e.,
feedback) between the elements of a system can result in internal restrictions
that force the system to behave as a single organism that automatically seeks a
steady state.
It is this steady state that determines the output of the system rather than
the individual elements. Thus it is the structure of the organization rather
than the employees, alone, which holds the key to improving the quality of
output.
The
Knowledge of variation involves understanding that everything measured
consists of both "normal" variation due to the flexibility of the
system and of "special causes" that create defects. Quality involves
recognizing the difference to eliminate "special causes" while
controlling normal variation. Deming taught that making changes in response to
"normal" variation would only make the system perform worse.
Understanding variation includes the mathematical certainty that variation will
normally occur within six standard deviations of the mean.
The
System of Profound Knowledge is the basis for application of Deming's famous 14
Points for Management, described below.
Deming
offered fourteen key principles to managers for transforming business
effectiveness. The points were first presented in his book Out of the
Crisis. (p. 23–24) Although Deming does not use the term in his book,
it is credited with launching the Total
Quality Management movement.
- Create constancy of purpose toward improvement of product and service, with the aim to become competitive, to stay in business and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
- End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
- Break down barriers between departments. People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service.
- Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
- Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
- Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.
- Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
- Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objectives (See Ch. 3 of "Out of the Crisis").
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive
training is required to instill the courage to break with tradition. Every activity
and every job is a part of the process."
Seven Deadly Diseases
The PDCA cycle
The "Seven Deadly Diseases" include:
- Lack of constancy of purpose
- Emphasis on short-term profits
- Evaluation by performance, merit rating, or annual review of performance
- Mobility of management
- Running a company on visible figures alone
- Excessive medical costs
- Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles"
includes:
- Neglecting long-range planning
- Relying on technology to solve problems
- Seeking examples to follow rather than developing solutions
- Excuses, such as "our problems are different"
- Obsolescence in school that management skill can be taught in classes
- Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
- Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences
- Relying on quality inspection rather than improving product quality
Deming's advocacy of the Plan-Do-Check-Act cycle,
his 14 Points and Seven Deadly Diseases have had tremendous influence outside
manufacturing and have been applied in other arenas, such as in the relatively
new field of sales process engineering.
Joseph Moses Juran
What?
Joseph Moses Juran (December 24, 1904 –
February 28, 2008) was a Romanian-born American
management consultant and engineer. He is principally remembered as an
evangelist for quality and quality management, having written several
influential books on those subjects. He was the brother of Academy
Award winner Nathan H. Juran.
Who?
Juran
was born in Brăila, Romania, one of the six children born to a Jewish couple, Jakob and
Gitel Juran; they later lived in Gura Humorului.
He had three sisters: Rebecca (nicknamed Betty), Minerva, who earned a doctoral
degree and had a career in education, and Charlotte. He had two brothers: Nathan H. Juran
and Rudolph, known as Rudy. Rudy founded a municipal bond company In 1912, he
emigrated to America with his family, settling in Minneapolis, Minnesota. Juran excelled in school, especially in mathematics.
He was a chess champion
at an early age, and dominated chess at Western Electric.
Juran graduated from Minneapolis
South High School in 1920.
In
1924, with a bachelor's degree in electrical engineering from the University of Minnesota, Juran joined Western Electric's Hawthorne Works.
His first job was troubleshooting in the Complaint Department. In 1925, Bell Labs
proposed that Hawthorne Works personnel be trained in its newly developed statistical sampling and control chart
techniques. Juran was chosen to join the Inspection Statistical Department, a
small group of engineers charged with applying and disseminating Bell Labs'
statistical quality control innovations. This highly visible position fueled Juran's
rapid ascent in the organization and the course of his later career.
When?
In
1926, he married Sadie Shapiro. Joseph and Sadie met in 1924 when his sister
Betty moved to Chicago and he and Sadie met her train; in his autobiography he
wrote of meeting Sadie "There and then I was smitten and have remained so
ever since". They were engaged in 1925 on Joseph's 21st birthday. 15
months later they were married. They had been married for nearly 82 years when
he died in 2008.
Joseph
and Sadie raised four children (3 sons and 1 daughter.) Robert, Sylvia,
Charles, and Donald. Robert was an award-winning newspaper editor, and Sylvia
earned a doctorate in Russian literature.
Juran
was promoted to department chief in 1928, and the following year became a
division chief. He published his first quality-related article in Mechanical
Engineering in 1935. In 1937, he moved to Western Electric/AT&T's
headquarters in New York City.
As
a hedge against the uncertainties of the Great Depression,
he enrolled in Loyola
University Chicago School of Law
in 1931. He graduated in 1935 and was admitted
to the Illinois bar in 1936, though he never
practiced law.
Where?
During
the Second World War,
through an arrangement with his employer, Juran served in the Lend-Lease
Administration and Foreign
Economic Administration. Just
before war's end, he resigned from Western Electric, and his government post,
intending to become a freelance consultant. He joined the faculty of New York University as an adjunct professor in the Department of Industrial Engineering, where he taught courses in quality control and ran round table
seminars for executives. He also worked through a small management consulting firm on projects for Gilette, Hamilton Watch Company and Borg-Warner.
After the firm's owner's sudden death, Juran began his own independent
practice, from which he made a comfortable living until his retirement in the
late 1990s. His early clients included the now defunct Bigelow-Sanford Carpet
Company, the Koppers Company, the International Latex Company, Bausch & Lomb
and General Foods.
The
end of World War II compelled Japan to change its focus from becoming a military power to becoming
an economic one. Despite Japan's ability to compete on price, its consumer
goods manufacturers suffered from a long-established reputation of poor
quality. The first edition of Juran's Quality Control Handbook in 1951
attracted the attention of the Japanese Union of Scientists and Engineers (JUSE), which invited him to Japan in 1952. When he finally
arrived in Japan in 1954, Juran met with ten manufacturing companies, notably Showa Denko,
Nippon Kōgaku, Noritake, and Takeda
Pharmaceutical Company. He also
lectured at Hakone, Waseda University,
Ōsaka, and Kōyasan. During
his life, he made ten visits to Japan, the last in 1990.
Working
independently of W. Edwards Deming (who focused on the use of statistical
process control), Juran—who focused on managing for
quality—went to Japan and started courses (1954) in quality management. The
training started with top and middle management. The idea that top and middle management
needed training had found resistance in the United States. For Japan, it would
take some 20 years for the training to pay off. In the 1970s, Japanese products
began to be seen as the leaders in quality. This sparked a crisis in the United
States due to quality issues in the 1980s.
How?
Pareto principle
In 1941, Juran stumbled across the work of Vilfredo
Pareto and began to apply the Pareto
principle to quality issues (for example, 80% of a problem is caused by 20%
of the causes). This is also known as "the vital few and the trivial
many". In later years, Juran preferred "the vital few and the useful
many" to signal the remaining 80% of the causes should not be totally
ignored.
Management theory
When he began his career in the 1920s, the
principal focus in quality management was on the quality of the end, or
finished, product. The tools used were from the Bell system of acceptance sampling, inspection plans, and
control charts. The ideas of Frederick Winslow Taylor dominated.
Juran is widely credited for adding the human
dimension to quality management. He pushed for the education and training of
managers. For Juran, human relations problems were the ones to isolate and resistance to change was the root cause of
quality issues. Juran credits Margaret
Mead's book Cultural Patterns and Technical Change for illuminating
the core problem in reforming business quality. He wrote Managerial
Breakthrough, which was published in 1964, outlining the issue.
Juran's concept of quality management extended
outside the walls of the factory to encompass nonmanufacturing processes,
especially those that might be thought of as service related. For example, in
an interview published in 1997 he observed:
The key issues facing managers in sales are no
different than those faced by managers in other disciplines. Sales managers say
they face problems such as "It takes us too long...we need to reduce the
error rate." They want to know, "How do customers perceive us?"
These issues are no different than those facing managers trying to improve in
other fields. The systematic approaches to improvement are identical. ... There
should be no reason our familiar principles of quality and process engineering
would not work in the sales process.
The Juran trilogy
Juran was one of the first to write about the cost of poor quality. This was illustrated by
his "Juran trilogy", an approach to cross-functional management, which is
composed of three managerial processes: quality planning, quality control and
quality improvement. Without change, there will be a constant waste, during
change there will be increased costs, but after the improvement, margins will
be higher and the increased costs get recouped.
Transferring quality knowledge between East and West
During his 1966 visit to Japan, Juran learned about
the Japanese concept of quality circles, which he enthusiastically
evangelized in the West. Juran also acted as a matchmaker between U.S. and
Japanese companies looking for introductions to each other.
Juran Institute
Juran founded the Juran Institute in 1979. The
Institute is an international training, certification, and consulting company
which provides training and consulting services in quality management, Lean manufacturing management and business process management, as well as
Six Sigma
certification. The institute is based in Southbury, Connecticut.
Retirement
Juran was active well into his 90s, and only gave
up international travel at age 86. He retired at the age of 90 but still gave
interviews. His accomplishments during the second half of his life include:
- Consulting for U.S. companies such as Armour and Company, Dennison Manufacturing Company, Merck, Sharp & Dohme, Otis Elevator Company, Xerox, and the United States Navy Fleet Ballistic Missile System.
- Consulting for Western European and Japanese companies, such as Rolls-Royce Motors, Philips, Volkswagen, Royal Dutch Shell and Toyota Motor Company
- Pro bono consulting for Soviet-bloc countries (Hungary, Romania, Czechoslovakia, Russia, Poland, and Yugoslavia)
- Founding the Juran Institute and the Juran Foundation.
Later life and death
He started to write his memoirs at 92, which were
published two months before he celebrated his 99th birthday. He gave two
interviews at 94 and 97.
In 2004, he turned 100 years old and was awarded
an honorary doctor from Luleå University of Technology in Sweden. A special
event was held in May to mark his 100th birthday.
He and Sadie celebrated their 81st wedding
anniversary in June 2007. They were both at the age of 102 at the time of the
event. Juran died of a stroke on 28 February, 2008, at the age of 103 in Rye, New York. He was active on his 103rd
birthday and was caring for himself and Sadie who was in poor health when he
died. Sadie died on 2 December 2008, at the age of 103 years. They were
survived by their four children, nine grandchildren and ten great-grandchildren.
Juran left a book that was 37% complete, which he began at age 98.
Quality By Design
Quality
by Design (QbD) is a concept first outlined by
quality expert Joseph M. Juran in publications, most notably Juran on Quality by Design.
Juran believed that quality could be planned, and that most quality crises and
problems relate to the way in which quality was planned.
While
Quality by Design principles have been used to advance product and process
quality in every industry, and particularly the automotive industry, they have most recently been adopted by the U.S.
Food and Drug Administration
(FDA) as a vehicle for the transformation of how drugs are discovered, developed,
and commercially manufactured.
Pharmaceutical quality by design
The FDA imperative is outlined in its report
“Pharmaceutical Quality for the 21st Century: A Risk-Based Approach.” In the
past few years, the agency has implemented the concepts of QbD into its
pre-market processes. The focus of this concept is that quality should be built
into a product with an understanding of the product and process
by which it is developed and manufactured along with a knowledge of the risks
involved in manufacturing the product and how best to mitigate those risks.
This is a successor to the "quality by QC" (or "quality after
design") approach that the companies have taken up until 1990s.
The QbD initiative, which originated from the
Office of Biotechnology Products (OBP), attempts to provide guidance on
pharmaceutical development to facilitate design of products and processes that
maximizes the product’s efficacy and safety profile while enhancing product
manufacturability.
QbD activities within FDA
The following activities are guiding the
implementation of QbD:
- In FDA’s Office of New Drug Quality Assessment (ONDQA), a new risk-based pharmaceutical quality assessment system (PQAS) was established based on the application of product and process understanding.
- Implementation of a pilot program to allow manufacturers in the pharmaceutical industry to submit information for a new drug application demonstrating use of QbD principles, product knowledge, and process understanding. In 2006, Merck & Co.’s Januvia became the first product approved based upon such an application.
- Implementation of a Question-based Review (QbR) Process has occurred in CDER's Office of Generic Drugs.
- CDER's Office of Compliance has played a role in complementing the QbD initiative by optimizing pre-approval inspection processes to evaluate commercial process feasibility and determining if a state of process control is maintained throughout the lifecycle, in accord with the ICH Q10 lifecycle Quality System.
- Implementation of QbD for a Biologic License Application (BLA) is progressing.
While QbD will provide better design predictions,
there is also a recognition that industrial scale-up
and commercial manufacturing experience provides knowledge about the process
and the raw materials used therein. FDA's release of the Process Validation
guidance in January 2011 notes the need for companies to continue benefiting
from knowledge gained, and continually improve throughout the process lifecycle
by making adaptations to assure root causes of manufacturing problems are
corrected.
Philip Bayard Crosby
What?
Philip
Bayard "Phil" Crosby,
(June 18, 1926 – August 18, 2001) was a businessman and author who contributed
to management theory and quality management practices.
Crosby
initiated the Zero Defects program at the Martin Company. As the quality control manager of the Pershing missile
program, Crosby was credited with a 25 percent reduction in the overall
rejection rate and a 30 percent reduction in scrap costs.
Who?
Crosby
was born in Wheeling, West Virginia, in 1926. He served in the Navy during
World War II and again during the Korean War. In between, he earned a degree
from the Ohio College of Podiatric Medicine.
Where?
His
first job in the field of quality was that of test technician in the quality
department at Crosley Corporation in Richmond, Indiana
beginning in 1952. He left for a better-paying position as reliability engineer at Bendix Corporation in Mishawaka, Indiana in 1955, working on the RIM-8 Talos
missile. He left after less than two years to become senior quality engineer at
The Martin Company's new Orlando, Florida
organization to develop the Pershing missile.
There he developed the Zero Defects
concept. He eventually rose to become department head before leaving for ITT Corporation
in 1965 to become director of quality.
When?
- Crosby, Philip (1967). Cutting the cost of quality. Boston, Industrial Education Institute. OCLC 616899.
- —— (1969). The strategy of situation management. Boston, Industrial Education Institute. OCLC 13761.
- —— (1979). Quality is Free. New York: McGraw-Hill. ISBN 0-07-014512-1.
- —— (1981). The Art of Getting Your Own Sweet Way. McGraw-Hill. ISBN 0-07-014527-X.
- —— (1984). Quality Without Tears. New York: McGraw-Hill. ISBN 0-07-014511-3.
- —— (1986). Running things. New York: McGraw-Hill. ISBN 0-07-014513-X.
- —— (1988). The Eternally Successful Organization. New York: McGraw-Hill. ISBN 0-07-014533-4.
- —— (1989). Let's talk quality. New York: McGraw-Hill. ISBN 0-07-014565-2.
- —— (1990). Leading, the art of becoming an executive. New York: McGraw-Hill. ISBN 0-07-014567-9.
- —— (1994). Completeness: Quality for the 21st Century. Plume. ISBN 0-452-27024-3.
- —— (1995). Philip Crosby's Reflections on Quality. McGraw-Hill. ISBN 0-07-014525-3.
- —— (1996). Quality is still free: Making Quality Certain in Uncertain Times. McGraw-Hill. ISBN 0-07-014532-6.
- —— (1997). The Absolutes of Leadership (Warren Bennis Executive Briefing). Jossey-Bass. ISBN 0-7879-0942-4.
- —— (1999). Quality and Me: Lessons from an Evolving Life. Jossey-Bass. ISBN 0-7879-4702-4.
How?
In
1979, Crosby started the management consulting company Philip Crosby Associates, Inc. This consulting
group provided educational courses in quality management both at their
headquarters in Winter Park, Florida, and at eight foreign locations. Also in 1979, Crosby
published his first business book, Quality Is Free. This book would
become popular at the time because of the crisis in North American quality.
During the late 1970s and into the 1980s, North American manufacturers were
losing market share to Japanese products largely due to the superior quality of
the Japanese goods.
Crosby's
response to the quality crisis was the principle of "doing it right the
first time" (DIRFT). He also included four major principles:
1.
The
definition of quality is conformance to requirements (requirements meaning both
the product and the customer's requirements)
2.
The system
of quality is prevention
His
belief was that an organization that established a quality program will see
savings returns that more than pay off the cost of the quality program: "quality
is free".
|
Philip Crosby wrote Quality Is Free
to explain the definition of quality to Executives in terms they could
understand. The book addressed the misconceptions of quality management, and
related the story of how a worldwide quality process was installed into the
ITT Corporation. The book contained many case histories to explain just what
quality was and how it could be improved on purpose. Several million copies
of Quality is Free have been sold, and it was translated into many
languages. While the book is no longer in print, Mr. Crosby’s follow-up
book, Quality Without Tears, furthered his philosophy and approach. Quality Without Tears is currently available from online booksellers as well as
the PCA Quality Store.
Here are some excerpts from Quality Is Free. |
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