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Zero defects is referred to as a philosophy, a mentality, or a movement which is aimed at minimizing the number of defects in manufactured products and service as much as possible. It is often considered as having no distinct steps to follow or rules to abide by, which leaves companies open to customizing how they want it to work for themselves.
1. QUALITY IS CONFORMANCE TO REQUIREMENTS Every product or service has a requirement: a description of what the customer needs. When a particular product meets that requirement, it has achieved quality, provided that the requirement accurately describes what the enterprise and the customer actually need. In the technical sense of Zero Defects, the inexpensive disposable pen is a quality product if it meets requirements: it writes, does not skip or clog under normal use, and lasts the time specified.
Cost Of Quality
Quality is free, but no one is ever going to know it if there isnt some sort of agreed-on system of measurement. The purpose of calculating COQ is really only to get managements attention and to provide a measurement base for seeing how quality improvement is doing.
This is measured by the fully loaded costs of 1. All efforts involved in doing work over, including clerical work 2. All scrap 3. Warranty (including in-plant handling of returns) 4. After-service warranty 5. Complaint handling 6. Inspection and test 7. Other costs such as engineering change notices and purchasing change orders
QUALITY ASSURANCE:
APPRAISAL :
is inspecting and testing, a gathering of observations to measure completeness. In manufacturing Appraisal is obvious as we watch people look at things; in administrative work it goes on all the time also but is not
Six Stages or 6 Cs
The Six Stages or 6 Cs of Implementing a Quality Improvement Process According to Mr. Philip Crosby, there are six stages of change that every company goes through if it is to have a real and viable quality improvement process. Mr. Crosby taught the six Cs must be met if managers, particularly senior level managers, are going to deal with the changing attitudes toward quality. The six Cs are comprehension, commitment, competence, communication, correction, continuance.
Six Stages or 6 Cs
6 Cs Stage 1 Comprehension Comprehension is the understanding of the four Absolutes of Quality: Initially comprehension must begin at the management level and then as the quality improvement process is implemented, all employees must learn that quality is definable, measurable and manageable. 6 Cs Stage 2 Commitment Once comprehension occurs management must define a quality policy and quality teams must be initiated. Once top management displays their commitment all employees will join in. Everyone must accept zero defects as their personal performance standard. 6 Cs Stage 3 Competence Competence means management has learned to apply the four absolutes in a routine manner. There is a method and a plan for quality improvement and this is understood by and participated in by everyone.
Six Stages or 6 Cs
6 Cs Stage 4 Communication Communications is not only the most important of the 6 Cs but the most neglected. If a close look is taken at ISO 9001 its ability to be used as a communication tool becomes clear. Management must clearly communicate successes and tools used to create quality improvement and recognize those who contributed to the change. 6 Cs Stage 5 Correction As Dr. Deming also said, a culture of change must occur. Most attempts at correction fail because they focus on symptoms or are limited to specific situations. This leads to repetitive failures (nonconformances). Correction is the implementation of permanent preventive measures. 6 Cs Stage 6 Continuance Quality must be the first among equals of cost and schedule and quality. Improving quality will reduce costs and improve on-time delivery. Therefore the quality improvement process must become part of the context and systems of the company. Do It Right the First Time must become a tenet of every employee
Bring together representatives of each department to form the quality improvement team. These should be people who can speak for their departments to commit operations to actions. Preferably, the department heads should participateat least on the first go around. Orient the team members as to the content and purpose of the program. Explain their roleswhich are to cause the necessary actions to take place in their departments and the company. Accomplishment. All the tools necessary to do the job are now together in one team. It works well to appoint one of the members as the chair of the team for this phase.
There are innumerable ways to measure any procedure. The people doing the work will respond team. These should be people who can speak for with delight to the opportunity to identify some their departments to commit operations to actions. If a supervisor says her area is completely immeasurable, she can be helped by asking how she knows who is doing the best work, how she knows who to keep and who to replace.
Initial estimates are likely to be shaky (although low), and so it is necessary at this point to get more accurate figures. The comptrollers office must do this. They should be provided with detailed information on what constitutes COQ. COQ is not an absolute performance measurement; it is an indication of where corrective action will be profitable for a company. The higher the cost, the more corrective action that needs to be taken. Having the comptroller establish COQ removes any suspected bias from the calculation. More important, a measurement of quality management performance has been established in the companys system.
Conduct a formal orientation with all levels of management prior to implementation of all the steps. All managers must understand each step well enough to explain it to their people. The proof of understanding is the ability to explain it. Eventually all supervisors will be tuned into the program and realize its value for themselves. Then they will concentrate their actions on the program.
Establish award programs to recognize those who meet their goals or perform outstanding acts. It is wise not to attach relative values to the identification of problems. Problems identified during the error cause removal stage should all be treated the same way because they are not suggestions. The prizes or awards should not be financial. Recognition is what is important. Genuine recognition of performance is something people really appreciate. They will continue to support the program whether or not they, as individuals, participate in the awards.
Therefore, it is necessary to set up a new team of representatives and begin again. For instance, mark zero defects day as an anniversary. Or give a special lunch for all employees.
The point is that the program is never over.
Repetition makes the program perpetual and, thus, part of the woodwork. If quality isnt ingrained in the organization, it will never happen.
2.
Crosbys five characteristics of highly successful organizations According to Crosby, five characteristics of a highly
successful organizations are: - 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
Bibliography
Quality is free Philip Crosby Philip Crosby's Reflections on Quality. McGraw-Hill. http://www.creativesafetysupply.com/zero-defects http://www.vectorstudy.com/management_gurus/philip_crosby.htm http://asq.org/about-asq/who-we-are/bio_crosby.html http://en.wikipedia.org/wiki/Philip_B._Crosby http://www.grantland.net/zerodefects.htm http://asq.org/knowledge-center/index.html http://c2.com/cgi/wiki?QualityIsFree http://www.wppl.org/wphistory/philipcrosby/QualityIsFreeIfYouUnderstandIt.pdf http://www.philipcrosby.com/25years/explore.html http://technacon.com/category/philip-crosby-quality-management-philosophy http://www.philipcrosby.com/pca/B.Overview.html