Crosbys 14 StepsTo Improvement

by Philip B. Crosby

60 I DECEMBER 2005 I www.asq.org

he most difficult lesson for the quality cru-sader to learn is that real improvement justplain takes a while to accomplish. The urg-

ency of the need, the obviousness of the cause andthe clarity of the solution have little to do withgetting things straightened out.

That is why government programs often fail andare scrapped when a new administration takes over.The disappointment and disillusionment of the pre-vious administrator are all too obvious. The admin-istrator blames a lack of funds, cooperation, timing

or whatever for the failure. Yet no matter what theprogram was, or however well it was directed, itspotential for success hinged on events entirely sepa-rate from the executives efforts.

Quality improvement programs have similarproblems. Because quality improvement soundslike such a great idea, and because it is usually sonecessary, managers often think merely announc-ing its conception is the signal for arranging a vic-tory dinner.

I have yet to attend a quality meeting wheresomeone didnt comment to me that they hadbeen unable to really reach their management orget the people motivated to put quality improve-ment over the top. They claim they have taken theactions any well-oriented professional wouldexpect, and yet they are disappointed. Those col-leagues who have faithfully implemented the 14-step quality improvement program worry aboutan inevitable falloff in enthusiasm and search fornew means of keeping the program on a highintensity level.

Each time I hear these things I am shocked. Iam always surprised that they are surprised. Whyshould quality be different from the real world?

Basically, people are slow to change becausethey reject newness. The world is a complicatedand unsettled place. Each individual treasures thefew things he or she can depend upon. A companyquality improvement effort must be well thought

T

Crosbys 14-step approach for quality

managers to get their organizations on track

focuses on long-term employee participation,

not short-term motivational tactics.

This article is adapted from chapter eight of

Quality Is Free: The Art of Making Quality

Certain, originally published in 1979.

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In 50 WordsOr Less

Crosbys 14-step approach for quality

managers to get their organizations on track

focuses on long-term employee participation,

not short-term motivational tactics.

This article is adapted from chapter eight of

Quality Is Free: The Art of Making Quality

Certain, originally published in 1979.

out, and it must be implemented according to aplan, over a long period of time. It requires a cul-ture change; it must become part of your lifestyle.And it requires that you never relax your atten-tion. You have to stay at it continually.

You as a manager have an obligation to demandcontinual quality improvement from your opera-tion, whether you are in the accounting business ora machine shop. You have an obligation to providethoughtful and imaginative leadership. What youput out is what you get back.

People who have to put improvement programsin place at organizations always think others arenot for it. This is entirely normal and reflects thenatural shyness of the organization bird. We dontreally like to get out front with too much unless weare absolutely certain it will be properly received.But my experience has been that, when properlyexplained, improvement efforts are always re-ceived correctly. Its the proper examination thattakes some effort.

To get employees behind a quality movement, itis a good idea to move right into the basics of qual-ity. Help them understand what quality means,emphasizing the absolutes of quality management:

Quality means conformance, not elegance. There is no such thing as a quality problem. There is no such thing as the economics of

quality; it is always cheaper to do the job rightthe first time.

The only performance standard is zero defects. The only performance measurement is the

cost of quality (COQ).Explain the zero defects concept. Answer all

questions, and keep it all simple and untechnical.Remind employees that quality is free.

They really want to believe, and they really wantit to happen. But their life is one continual scene ofpeople bringing them plans and schemes that willhelp them succeed, cut costs, fly to the moon and doa thousand other things. Like you, they know mostthings dont work like theyre supposed to work.

The main task you have at this key moment is toshow them this 14-step program has worked forother companies and it will work for yours, if theyparticipate. But you also have to help them under-stand that although there will be instant improve-ment as soon as you start the effort, it will be a longwhile before it becomes permanent. It is hard andrewarding work. It will bring recognition to all ofthem.

As for yourself, remember the product you areselling, and your employees are buying, is qualityimprovement. The result of quality improvementis improved everything else, form sales to absen-teeism. But it is a result. So dont tie in a bunch ofmarketing motivation activities, the blood bank,the savings bond drive or the annual barbeque.Keep quality improvement in the front of yourmind each time a decision has to be made.

QUALITY PROGRESS I DECEMBER 2005 I 61

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TABLE 1

team members as to the content and purpose ofthe program. Explain their roleswhich are tocause the necessary actions to take place in theirdepartments and the company.

Accomplishment. All the tools necessary to do thejob are now together in one team. It works well toappoint one of the members as the chair of the teamfor this phase.

Step 3: Quality MeasurementAction. It is necessary to determine the status of

quality throughout the company. Quality measure-ments for each area of activity must be establishedwhere they dont exist and reviewed where theydo. Record quality status to show where improve-ment is possible and where corrective action is nec-essary and to document actual improvement later.

Nonmanufacturing measurements, which aresometimes difficult to establish, are shown inTable 1.

There are innumerable ways to measure any pro-cedure. The people doing the work will respondwith delight to the opportunity to identify somespecific measurements for their work. If a supervi-sor says her area is completely immeasurable, shecan be helped by asking how she knows who is

doing the best work,how she knows who tokeep and who toreplace.

Accomplishment.Formalizing the compa-ny measurement sys-tem strengthens theinspection and testfunctions and ensuresproper measurement.Getting the paperworkand service operationsinvolved sets the stagefor effective defectprevention where itcounts. Placing theresults of measure-ment in highly visiblecharts establishes thefoundation of theentire improvementprogram.

Step 1: Management CommitmentAction. Discuss the need for quality improve-

ment with management, emphasisizing the needfor defect prevention. Do not confuse communi-cation with motivation. The results of commu-nication are real and long-lasting; the results ofmotivation are shallow and short-lived. Prepare aquality policy that states each individual isexpected to perform exactly like the require-ment or cause the requirement to be officiallychanged to what we and the customer reallyneed. Agree that quality improvement is a practi-cal way to profit improvement.

Accomplishment. Helping management recognizeit must be personally committed to participating inthe program raises the level of visibility for qualityand ensures everyones cooperation so long asthere is progress.

Step 2: Quality Improvement TeamAction. Bring together representatives of each

department to form the quality improvementteam. These should be people who can speak fortheir departments to commit operations to actions.Preferably, the department heads should partici-pateat least on the first go around. Orient the

Nonmanufacturing Quality Measurements

Accounting Percentage of late reports Computer input incorrectErrors in specific reports as audited

Data processing

Keypunch cards thrown outfor error

Computer downtime due to error Rerun time

Engineering Change orders due to error Drafting errors found by checkers Late releases

Finance Billing errors (check accountsreceivable overdues) Payroll errorsAccounts payable deduction missed

Hotel front desk

Guests taken to unmaderooms

Reservations nothonored

Manufacturing engineering

Process change notices dueto error

Tool rework to correctdesign Methods improvement

Marketing Contract errors Order description errorsPlant engineering

Time lost due to equipmentfailures Callbacks on repairs

Purchasing Purchase order changes dueto errorLate receipt ofmaterial

Rejections due to incomplete description

QUALITY PROGRESS I DECEMBER 2005 I 63

Step 4: Cost of Quality EvaluationAction. Initial estimates are likely to be shaky

(although low), and so it is necessary at this point toget more accurate figures. The comptrollers officemust do this. They should be provided with detailedinformation on what constitutes COQ. COQ is notan absolute performance measurement; it is an indi-cation of where corrective action will be profitablefor a company. The higher the cost, the more correc-tive action that needs to be taken.

Accomplishment. Having the comptroller establishCOQ removes any suspected bias from the calcula-tion. More important, a measurement of qualitymanagement performance has been established inthe companys system.

Step 5: Quality AwarenessAction. It is time now to share with employees

the measurements of what nonquality is costing.This is done by training supervisors to orientemployees and by providing visible evidence ofthe concern for quality improvement throughcommunication material such as booklets, filmsand posters. Dont confuse this with some get-motivated-quick scheme. It is a sharing processand does not involve manipulating people. Thisis an important step. It may be the most impor-tant step of all. Service and administrative peopleshould be included just like everybody else.

Accomplishment. The real benefit of communica-tion is that it gets supervisors and employees in thehabit of talking positively about quality. It aids theprocess of changing, or perhaps clarifying, existingattitudes toward quality. And it sets the basis forthe corrective action and error cause removal steps.

Step 6: Corrective ActionAction. As people are encouraged to talk about

their problems, opportunities for correction come tolight, involving not just the defects found by inspec-tion, audit or self-evaluation, but also less obviousproblemsas seen by the working people them-selvesthat require attention. These problems mustbe brought to the supervision meetings at each level.Those that cannot be resolved are formally passed upto the next level of supervision for review at their reg-ular meeting. If a specific functional area does nothold such meetings, the team should take action toestablish them in that department.

Accomplishment. Individuals soon see the prob-lems brought to light are being faced and resolvedon a regular basis. The habit of identifying prob-lems and correcting them is the beginning.

Step 7: Establish an Ad HocCommittee for the Zero DefectsProgram

Action. Select three or four members of the teamto investigate the zero defects concept and ways toimplement the program. The quality manager mustbe clear, right from the start, that zero defects is nota motivation program. Its purpose is to communi-cate to all employees the literal meaning of thewords zero defects and the thought that every-one should do things right the first time. This mustbe transmitted to every member of the team. Inparticular, the ad hoc group should seek ways tomatch the program to the companys personality.

Accomplishment. Improvement comes with eachstep of the overall program. By the time zero defectsday is reached, as much as a year may have gone byand the initial improvement will be flattening out. Atthat point, the new commitment to a specific goaltakes over, and the improvement begins. Setting upthe ad hoc committee to study and prepare the imple-mentation ensures the goals of the program will befirmly supported by the companys thought leaders.

Step 8: Supervisor TrainingAction. Conduct a formal orientation with all lev-

els of management prior to implementation of allthe steps. All managers must understand each stepwell enough to explain it to their people. The proofof understanding is the ability to explain it.

Accomplishment. Eventually all supervisors willbe tuned into the program and realize its value forthemselves. Then they will concentrate their actionson the program.

Step 9: Zero Defects DayAction. Establishment of zero defects as the per-

formance standard of the company should be donein one day. That way, everyone understands it thesame way. Supervisors should explain the programto their people and do something different in thefacility so everyone will recognize it is a new atti-tude day.

Accomplishment. Making a day of the zero defects

commitment provides an emphasis and a memorythat will be long lasting.

Step 10: Goal SettingAction. During meetings with employees, each

supervisor requests they establish the goals theywould like to strive for. Usually, there should be30-, 60- and 90-day goals. All should be specificand measurable.

Accomplishment. This phase helps people learn tothink in terms of meeting goals and accomplishingspecific tasks as a team.

Step 11: Error Cause RemovalAction. Ask individuals to describe any problem

that keeps them from performing error free workon a simple, one-page form. This is not a sugges-tion system. All they have to list is the problem;the appropriate functional group (for example,industrial engineering) will develop the answer. Itis important that any problems listed be acknowl-edged within 24 hours. Typical inputs might be:

This tool is not long enough to work rightwith all the parts.

The sales department makes too many errorson their order entry forms.

We make a lot of changes in response to tele-phone calls, and many of them end up havingto be done all over again.

I dont have any place to put my pocketbook.Accomplishment. People now know their problems

can be heard and answered. Once employees learnto trust this communication, the program can go onforever.

Step 12: RecognitionAction. Establish award programs to recognize

those who meet their goals or perform outstandingacts. It is wise not to attach relative values to theidentification of problems. Problems identifiedduring the error cause removal stage should all betreated the same way because they are not sugges-tions. The prizes or awards should not be financial.Recognition is what is important.

Accomplishment. Genuine recognition of perfor-mance is something people really appreciate. Theywill continue to support the program whether ornot they, as individuals, participate in the awards.

Step 13: Quality CouncilsAction. Bring the quality professionals and team

chairpersons together regularly to communicatewith each other and determine actions necessary toupgrade and improve the solid quality programbeing installed.

Accomplishment. These councils are the best sourceof information on the status of programs and ideasfor action. They also bring the professionals togetheron a regular basis.

Step 14: Do It Over AgainAction. The typical program takes a year to 18

months. By that time, turnover and changingsituations will have wiped out most of the educa-tion effort. Therefore, it is necessary to set up anew team of representatives and begin again. Forinstance, mark zero defects day as an anniversary.Or give a special lunch for all employees. Thepoint is that the program is never over.

Accomplishment. Repetition makes the programperpetual and, thus, part of the woodwork. Ifquality isnt ingrained in the organization, it willnever happen.

PHILIP B. CROSBY was considered one of the foremost qualityexperts of the 20th century. In 1979, after several years inquality, he founded Philip Crosby Associates, a quality man-agement consulting firm in Winter Park, FL, which stillexists today. By the time of his death in 2001, he had authoredseveral books, including Philip Crosbys Reflections onQuality: 295 Inspirations From the Worlds ForemostQuality Guru and Quality Without Tears: The Art ofHassle-Free Management.

1979 McGraw-Hill. Adapted with permission.

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