1.2.7. Zero defects according to Crosby
The concept of zero defects began to develop in the USA in the 60s and 70s. This program includes 14 stages:
1. Organization of management. The purpose is to find out the role of management in quality assurance. Awareness by the management of the enterprise of the need to improve the quality of products or services and an understanding of what needs to be improved. Quality policy is a way of thinking supported by the company's personnel. The policy should be such that each performer does everything to satisfy the customer's needs.
2. Quality Improvement Working Group. The working group is formed from representatives of all departments involved in the production of a given product or service. This group must analyze the purpose of the program, draw up a plan for the implementation of this quality improvement program and, after approval by the head of the enterprise, carry out its implementation.
3. Measuring the level of product quality. Measuring the quality level is effective only if information about product quality is obtained from control and test reports that is accessible and understandable to personnel. Processing of this information makes it possible to determine the defectiveness of products, the nature of the defects, the type of operation and the location of detection of defects, systematize defects and outline corrective measures to eliminate defects. Visual, permanent information about product defects in the form of diagrams is needed.
4. Costs of quality. According to Crosby, quality costs consist of the costs of waste, processing, warranty, services, inspection, quality management, testing, inspection equipment, change regulatory documents for products, corrective actions, customer service. The total cost of quality should not exceed 2.5% of the sales price.
5. Responsibility for quality. Information about the quality program should be presented on posters and in special messages so that all employees are aware of the essence of this program. Management and staff meetings should be held regularly to discuss problems and resolve them.
6. Corrective actions. It is necessary to hold regular meetings on product quality, identify deficiencies and take corrective measures, the implementation of which is strictly monitored.
7. Planning the “Zero Defects” program. The quality team needs to define a program to eliminate the causes of defects and create a plan for its implementation. The phased implementation of this program will solve the problem of achieving zero defects.
8. Training of controllers. Plant supervisors must be continually trained as part of a quality improvement program. This training should be well planned and conducted by the most senior levels of management.
9. Zero Defects Day carried out to inform employees about the implementation of the “Zero Defects” program. It is necessary for everyone to see that there has been a change for the better.
10. Defining the goal. After the “Zero Defects” day, each employee must set specific goals for himself in achieving more high quality. There must be goals and a working group.
11. Elimination of the causes of defects. Any case of eliminating the causes of defects must be taken seriously. These reasons can be resolved by any employee who submits his proposal on a piece of paper and places it in a wall box available at each site. This proposal is then discussed and implemented, and the proposer is formally thanked.
12. Recognition– evaluation of employee performance. Employee contributions must be recognized publicly. Workers must make great efforts in production, in improving product quality and increasing efficiency. Reward is not important in itself. It is necessary for everyone to know that management truly needs and values their help.
13. Quality tips. It is important for quality specialists to meet regularly in order to exchange thoughts on problems and evaluate each other’s work, and exchange experiences. Free exchange of thoughts usually produces good results.
14. Start all over again. This means that the quality improvement program is never-ending. There is always a feeling of relief when a goal is achieved. But it is necessary to create new group, which will start all over again according to the created new program that it will develop.
The Zero Defects program has been widely implemented in the United States and other countries. However, this program did not provide a significant increase in product quality in the economy, but many positive aspects of this program were included in the practice of quality management.
The Zero Defects program has had a major impact on work in quality areas in the USSR. These are the “Defect-Free Product Movement”, “Integrated Quality Management Systems”. This movement ended with the destruction of the administrative-command system of enterprise management at the end of the 80s.
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Last Friday, within the framework of the Lean Manufacturing system, a round table on the topic “Built-in Quality”, conducted by E.F. Zaripova, head of the initiative group for the development and implementation of the Production System. Today Elena Fedorovna will introduce readers to the materials of the round table.
“He who does not work is not mistaken” - surely each of us has heard this expression more than once, or even said these words ourselves in our own defense. Stereotypes are tenacious, they dominate our minds, and in in this case the inevitability of mistakes is recognized as an immutable fact. We not only take error for granted, we expect it! And therefore, before seriously talking about the essence of such an important tool of the Production System as “Built-in Quality”, it was necessary to break the stereotype of thinking. Why did I allow myself to devote a significant part of my speech to examples of defect-free work? manufacturing enterprises in world practice, including short biographies the founding fathers of such a system. After all, if someone has done something once, everyone can repeat this experience.
However, the participants of the round table, and there were 30 of them: shop managers, foremen, technologists - listeners were prepared, firstly, because the system of defect-free work is consistent with the mission of our enterprise, and secondly, we have already begun to implement some elements of the “Built-in quality" and this gave visible results.
Therefore, the information presented in my report was received with understanding, I dare to hope, it was assimilated to the maximum and translated into concrete actions. The algorithm for such actions - based on the fundamental positions of the “Zero Defects” system by Philip Crosby - was developed jointly by the round table participants. The discussion was active and interesting, and the first step in this direction will be the daily recording of defects. A defect collection form and instructions for filling it out have been developed. In a week, forms from all workshops will be received for processing, thus statistics will be accumulated - the source material for the activities of the “Built-in Quality” system - organizational, technical, logistics measures aimed at preventing the production of low-quality products, from the customer’s point of view.
Built-in quality (the report is being printed
abbreviated)
Let's take the postulate as a starting point: “the presence of defects in the manufacture of products does not mean that employees want to harm the company, they sincerely want the result of their work to not only be well paid, but also to give them a feeling of satisfaction and to those people who will buy and use it“, after all, it is known that in 98% of defective cases the employee is not to blame, and the reason for the discrepancies lies in the labor organization system, in the configuration of the workplace, in the condition of the tools and equipment used.
To successfully implement the concept of embedded quality, it is necessary that operators on the job site understand that if a defect occurs, it will still need to be corrected, but there is a difference in the stage at which the defect is identified and corrected. Exists general principle: If a defect moves to the next stage of processing, the costs of finding and eliminating it increase tenfold.
The second principle of built-in quality: "The next process is the customer". By accepting this principle, employees at each workplace strive to fully satisfy the needs of the next process, as their direct client. Within the framework of built-in quality, this approach derives the third principle of built-in quality: "Do not accept, do not produce, do not transmit defects."
From understanding the need to improve product quality to achieving truly high results, you can only come through adherence to the principles and use of built-in quality tools.
American scientist, statistician and consultant on quality management theory William Edwards Deming was the first to notice that Improving quality not only increases productivity, but also reduces the cost of manufactured products. It is no coincidence that the Japanese proclaimed quality as a national idea.
One of the world famous "gurus" in the field of quality management is an American specialist Philip B. Crosby A professional in the field of quality management, as well as a well-known lecturer on quality, management and leadership, in 1962 at the Martin Marietta Corporation plant he developed and implemented the Zero Defects system, which began to be widely used in US companies. In the first year after the implementation of the ZD program at Martin, the number of defects decreased by 54%, and during the second year by another 25%. The “zero defects” program has become widespread in the world.
The Zero Defects concept is based on the fact that all errors are caused by two things - lack of knowledge and lack of attention.
The ND program should be directed directly by senior management. Workers get their standards from their leaders. Their work depends on the instructions they receive. It should be clearly stated to them: your personal standard is Zero Defects.
The main goal is to ensure that everyone is interested in quality, so that the habit of doing everything the first time becomes an established practice.
Quality must be defined as “conformity to requirements”, it must be recognized as “first among equals”, and management must be proficient in methods for assessing and managing quality.
F. Crosby, the author of the “14 steps” of quality improvement, also developed the “Quality Management Maturity Table”, which is divided into five stages of maturity and six management categories. This table shows how, when moving from stage I - "Uncertainty" to the "Confidence" stage, management assessment categories change, including such as "Cost of Quality" - from 20% to 2.5%.
Why is this happening? In particular, because in the stage of "Enlightenment", at initial stage where we are located, a professional quality improvement team works hard to train the rest of management at all levels.
And our round table is a step in this educational system.
Quality Improvement Program
Quality improvement must be well thought out and implemented according to plan and over a long period of time. It also requires a change in the level of culture; it should become your lifestyle. And it requires that you never be distracted from it. You must be focused on it constantly.
Absolute provisions of quality management :
Quality means conformity, not sophistication,
There is nothing more significant than a quality problem,
There is nothing more significant than economic indicators for quality,
It's always cheaper to do the job right the first time,
The only assessment of the work is the cost of quality,
The only standard of work is zero defects.
A pessimist sees difficulties at every opportunity; An optimist sees opportunity in every difficulty.
Winston Churchill
American engineer. He is best known for popularizing the concept of Zero Defects.
He began his career in the 60s as a junior technician in the quality department of the American corporation Martin Marietta.
In 1979, Philip Crosby published Quality is Free, which became a bestseller. In the book, Crosby argues that improving quality does not require large costs, since improving quality simultaneously increases productivity, since at the same time many cost items associated with eliminating identified defects, processing low-quality products, preventing consumer returns, etc. are reduced.
Philip Crosby- He was most widely known 14 principles(absolutes) that determine the sequence of actions to ensure quality at enterprises.
Crosby's 14 principles (absolutes):
Clearly define the responsibility of the enterprise management in the field of quality.
Form a team that will implement the quality assurance program.
Determine methods for assessing quality at all stages of its formation.
Organize accounting and assessment of quality assurance costs.
Bring to the attention of all employees of the enterprise the management policy in the field of quality, to achieve a conscious attitude of staff towards quality.
Develop procedures for corrective actions while ensuring quality.
Implement a program for defect-free manufacturing of products (“zero defects” system).
Organize ongoing training of personnel in the field of quality.
Organize regular Quality Days (Zero Defect Days).
Constantly set quality goals for every employee of the enterprise.
Develop procedures to eliminate the causes of defects.
Develop a program of moral incentives for employees for meeting quality requirements.
Create task forces consisting of quality professionals.
Start all over again (repeat the cycle of actions at a higher level of execution
F. Crosby is the ideologist of the ZD (“zero defects”) system. While studying the issues of valuation of quality, Crosby expressed the famous aphorism: “Quality is Free.”
Crosby proposed a universal SP especially assessing the degree of competence of the enterprise in solving quality problems. For this purpose he used six parameters:
The attitude of the enterprise management to the problem;
Status of the quality department at the enterprise;
Ways to address quality issues;
The level of quality costs as a percentage of the total turnover of the enterprise;
Measures to improve quality;
The real situation with quality at the enterprise.
F. Crosby developed a table of ratings for each parameter in points depending on a number of criteria characterizing its condition. The closer the actual value of the parameters is to the table value, the higher the degree of maturity of the enterprise in the field of quality. It offers a whole system of tables and graphs, with the help of which it is possible to establish, in relation to the specific conditions of the activity of an individual enterprise, those optimal actions that will lead to an improvement in the situation in the quality area.
F. Crosby is the author of a model for assessing a leader and the degree of maturity of managers different levels. One of the ways of this assessment is to draw up a “model of an effective leader”, which takes into account indicators of “operational maturity” (the ability to carry out assigned tasks) and “psychological maturity” (the ability to communicate and lead people).
Philip Crosby is one of the world's recognized American quality experts.
In 1964, Crosby proposed the “ZD” - “Zero Defects” program, which is based on the following basic principles:
- focus on preventing the occurrence of defects, rather than on their detection and correction;
- focus on efforts to reduce the level of defects in production;
- awareness that the consumer needs defect-free products and that the manufacturer can and should ensure the release of such products;
The need for enterprise management to clearly formulate long-term goals in the field of quality improvement;
- understanding that the quality of a company’s work is determined not only by the quality of production processes, but also by the quality of the activities of production units (the activities of such units are considered as the provision of services);
- recognition of the need financial analysis activities in the field of quality assurance.
The basis for the success of the “ZD” program was the principle of inadmissibility of initially establishing any acceptable level of defects (zero defect level).
Crosby's 14 principles are widely known, defining the sequence of actions to ensure quality in enterprises.
1. Clearly define the responsibility of the enterprise management in the field of quality.
2. Form a team that will implement the quality assurance program.
3. Determine methods for assessing quality at all stages of its formation.
4. Organize accounting and assessment of quality assurance costs.
5. Bring to the attention of all employees of the enterprise the management policy in the field of quality, to achieve a conscious attitude of personnel towards quality.
6. Develop procedures for corrective actions when ensuring quality.
7. Implement a program for defect-free manufacturing of products.
8. Organize continuous training of personnel in the field of quality.
9. Organize regular quality days.
10. Constantly set quality goals for every employee of the enterprise.
11. Develop procedures to eliminate the causes of the defect.
12. Develop a program of moral incentives for employees for meeting quality requirements.
13. Create task forces consisting of quality professionals.
14. Repeat the cycle of actions for more high level execution.
Crosby proposed the concept of “cost of nonconformity,” which characterizes all costs associated with correcting a defect.
While studying the issues of quality valuation, Crosby formulated the famous aphorism: “You don’t pay for quality.” It follows from this that the manufacturer has to pay not for quality, but for its absence, and this is what should be the subject of constant monitoring and analysis. Crosby believed that improving quality does not require large costs, since at the same time productivity increases due to the reduction of many cost items associated with eliminating identified defects.
Crosby is also the author of a model for assessing leadership and the degree of maturity of managers at different levels. One of the ways of this assessment is to draw up a “model of an effective leader” (the ability to carry out assigned tasks) and “psychological maturity” (the ability to communicate with and lead people).
The famous American expert in the field of quality, Philip Crosby, proposed the ZD (Zero Defects) program in 1964, based on the following conceptual principles: focus on preventing the occurrence of defects, rather than on their detection and correction; focusing efforts to reduce the level of defects in production; awareness that the consumer needs defect-free products and that the manufacturer can and should provide such products; the need for enterprise management to clearly formulate long-term goals in the field of quality improvement; understanding that the quality of a company’s work is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments (the activities of such departments are considered as awareness of services); recognition of the need for financial analysis of quality assurance activities.
The basis for the success of the ZD program was the principle of inadmissibility of initially establishing any acceptable level of defects (zero defect level).
While studying the cost of quality assessment, Crosby formulated the famous aphorism: “You don’t pay for quality.” It follows from this that the manufacturer has to pay not for quality, but for its absence, and this is what should be the subject of constant monitoring and analysis. According to Crosby, improving quality does not require large costs, since at the same time productivity increases due to the reduction of many cost items associated with the elimination of identified defects, processing of low-quality products, preventing consumer returns, etc.
Crosby proposed a method for assessing the degree of maturity of an enterprise in the field of quality, based on determining the following parameters: the attitude of the enterprise management to quality problems; status of the quality department at the enterprise; means and methods for studying quality problems; the level of quality costs as a percentage of the total turnover of the enterprise; quality improvement measures; the real situation with quality at the enterprise.
To carry out the assessment, a table of normative assessments of each parameter in points has been developed depending on a number of criteria characterizing its condition. The closer the actual value of the established parameters is to the standard level, the higher the degree of maturity of the enterprise in the field of quality. F. Crosby is also the author of a model for assessing a leader and the degree of maturity of managers at different levels. One of the ways of this assessment is to draw up a “model of an effective leader”, which takes into account indicators of “operational maturity” (the ability to carry out assigned tasks) and “psychological maturity” (the ability to communicate and lead people).