Philip Crosby was an American quality management expert born in 1926. He developed the concept of "zero defects" while working as a quality engineer. Crosby popularized the "cost of poor quality" and emphasized prevention over inspection. His 14 steps to quality improvement involved management commitment, quality measurement, employee training, and continuous improvement. An example at a Siemens factory in China showed that following Crosby's principles led to improved processes, higher production, cost savings of over $600,000 annually, and the plant becoming the second highest ranked.

1. Quality Guru Philip B. Crosby’s
Management Principles
By-
Satyendra Dahare- 12119047
Mohan Bharti- 12119030
Neeraj Kumar Verma- 12119033

2. Early Life…
 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.

3. His Career
 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.
 Then he joined Bendix Corporation in Mishawaka,
Indiana in 1955 as reliability engineer.
 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.

4. Philip Crosby
 Dr. Deming and Dr. Juran were
the great brains of the quality
revolution. Where Philip Crosby
excelled was in finding a
terminology for quality that mere
mortals could understand. His
books, "Quality Without Tears" and
"Quality is Free" were easy to read,
so people read them. He
popularized the idea of the "cost
of poor quality", that is, figuring out
how much it really costs to do
things badly.

5.  Philip Crosby's ideas came from his experience on an
assembly line. He focused on zero defects, not unlike the
focus of the modern Six Sigma Quality movement. Mr. Crosby
was quick to point out, however, that zero defects is not
something that originates on the assembly line.

6.  To create a manufacturing process that has zero defects
management must set the tone and atmosphere for
employees to follow. If management does not create a
system by which zero defects are clearly the objective then
employees are not to blame when things go astray and
defects occur. The benefit for companies of such a system is
a dramatic decrease in wasted resources and time spent
producing goods that consumer's do not want.

7.  Mr. Crosby defined quality as a conformity to certain
specifications set forth by management and not some
vague concept of "goodness." These specifications are
not arbitrary either; they must be set according to
customer needs and wants.

8. Four Absolutes
1. Quality is conformance to the requirements
2. The system of quality is prevention
3. The performance standard is Zero Defects ( Do
it right the first time )
4. The measurement of quality is the price of
nonconformance

9. 1. Management is committed to quality
2. Create quality improvement teams – with (senior)
representatives from all departments.
3. Measure processes to determine current and potential quality
issues.
4. Calculate the cost of (poor) quality.
Crosby's 14 Steps to Quality Improvement

10. Crosby's 14 Steps to Quality Improvement
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

11. Crosby's 14 Steps to Quality Improvement
9. Hold “zero defects” days
10. Encourage employees to create their own quality improvement
goals
11. Encourage employee communication with management about
obstacles to quality
12. Recognize participants’ effort

12. Crosby's 14 Steps to Quality Improvement
13. Create quality councils
14. Do it all over again – quality improvement does not end

13. A Real World Example
 Alberto Wisbeck took the job of top manager at
Siemens’ worst factory in Jinan, China.
 Production capacity was low and the cost of raw
materials was 67% of sales.
 If efficiency did not improve, the factory would be
closed.

14. What did Wisbeck do?
 Wisbeck focused on improving quality and meeting customer needs
 Following the 14-step quality improvement program, he encouraged
workers and supervisors to identify the processes and procedures that
were causing problems.
 Following training, top managers implemented projects in their own
work areas

15. What were the results?
 By focusing on faulty work processes, the managers
avoided reprimanding their workers—a critical cultural
requirement.
 Over 300 projects saved the company $604,000 annually
and the plant rose to rank as Siemen’s #2 plant.

16. Five characteristics of an “Eternally Successful
Organization”
 People routinely do things right first time
 Change is anticipated and used to advantage
 Growth is consistent and profitable
 New products and services appear when needed
 Everyone is happy to work there

17. References
 www.philipcrosby.com/pca/index.html
 www.qualitygurus.com/gurus/list-of-gurus/philip-crosby/
 www.wppl.org
 en.wikipedia.org/wiki/Philip_B._Crosby

18. Thank You