Quality Is Free

288 Pages·1980·9.77 MB·English

by  Philip B. Crosby

HOW TO MANAGE QUALITY
SO THAT IT BECOMES A SOURCE
OF BUSINESS PROFITS.
“THE EXECUTIVE WHO SPENDS HALF A
DAY DIGESTING THIS BOOK
MAY FIND IT ONE OF THE MOST
VALUABLE INVESTMENTS OF TIME
HE OR SHE HAS EVER MADE:’
-BUSINESS WEEK
BY PHILIP B. CROSBY
MOST PEOPLE FEEL THAT ALL
PROBLEMS ARE CAUSED BY OTHER PEOPLE.
SOME PEOPLE FEEL THAT ERROR IS
INEVITABLE, AND EMPLOYEES JUST
DON’T GIVE A DAMN ABOUT
DOING GOOD WORK.
These are the kinds of myths that result in American
companies spending 15 to 20 percent of every sales
dollar on reworking, scrapping, repeated service, in-
spections, tests, warranties, and other quality-related
costs. Now, Quality Is Free shows you how to over-
come the traditional idea that quality control is
something that happens only on the manufacturing
line, not in the management office. Drawing on
actual case histories, the author spells out successful
methods for instituting a quality control system in
any company—a proven system that can increase
profits by an amount equal to 5 to 10 percent of
sales. Many companies are already using Philip
Crosby’s “Zero Defects’’ system to reap larger profits
because they have learned—as you will too—that
all-important message of this book—
QUALITY IS FREE
About the Author
PHILIP B. CROSBY is chairman of PCA, Inc., the quality-
management consulting firm that contains the Quality Col-
lege. Begun in Winter Park, Florida, in 1979, Philip Crosby
Associates, Inc., now operates internationally and is a
publicly listed corporation. He is the author of Quality Is
Free, Quality Without Tears and Running Things which are
available in Mentor editions.
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QUALITY
IS FREE
The Art of Making
Quality Certain
By Philip B. Crosby
A MENTOR BOOK
MENTOR
Published by the Penguin Group
Penguin Books USA Inc., 375 Hudson Street,
New York, New York 10014, U.S.A.
Penguin Books Ltd, 27 Wrights Lane,
London W8 5TZ, England
Penguin Books Australia Ltd, Ringwood,
Victoria, Australia
Penguin Books Canada Ltd, 10 Alcorn Avenue,
Toronto, Ontario, Canada M4V 3B2
Penguin Books (N.Z.) Ltd, 182-190 Wairau Road,
Auckland 10, New Zealand
Penguin Books Ltd, Registered Offices:
Harmondsworth, Middlesex, England
Published by Mentor, an imprint of Dutton Signet,
a division of Penguin Books USA Inc.
This is an authorized reprint of a hardcover edition published by
McGraw-Hill Book Company.
First Mentor Printing, January, 1980
27 26 25 24 23 22
Copyright © by Philip B. Crosby.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any means electronic, mechanical, photocopy-
ing, recording, or otherwise, without written permission of the publisher. For information
address McGraw-Hill Book Company, A Division of McGraw-Hill, Inc., 1221 Avenue
of the Americas, New York, New York 10020.
REGISTERED TRADEMARK—MARCA REGISTRADA
Library of Congress Catalog Card Number: 79-89296
Printed in the United States of America
BOOKS ARE AVAILABLE AT QUANTITY DISCOUNTS WHEN USED TO PROMOTE PRODUCTS OR
SERVICES. FOR INFORMATION PLEASE WRITE TO PREMIUM MARKETING DIVISION. PENGUIN
BOOKS USA INC., 375 HUDSON STREET. NEW YORK, NEW YORK 10014.
If you purchased this book without a cover you should be aware that this book is stolen
property. It was reported as “unsold and destroyed” to the publisher and neither the
author nor the publisher has received any payment for this “stripped book.”
To
Harold S. Geneen
Bringing Quality Management to the head table was
not exactly the same as introducing black baseball play•
ers to the major leagues; but there were enough similari-
ties to make me feel toward Harold Geneen what Jackie
Robinson felt toward Branch Rickey.
In both cases the motives were the same: to increase
the probability of having a winning team.
To quote HSG: “Quality is not only right, it is free.
And it is not only free, it is the most profitable product
line we have.״
Contents
Preface ix
Part One
THE UNDERSTANDING 1
1 Making Quality Certain 3
2 “Quality May Not Be What You Think It Is״ 13
3 The Quality Management Maturity Grid 21
4 Management Understanding and Attitude 35
5 Quality Organizational Status 55
6 Handling Problems 72
7 Cost of Quality 101
8 Quality Improvement Program 108
9 Management Style 120
Part Two
THE DOING
The HPA Corporation Quality
Improvement Program 137
10 History of the Project 139
11 The Program 149
Part Three
THE TOOLS 223
12 Instructor’s Guide for HP A Quality
Improvement Program Case History 225
13 Make Certain 241
Guidelines for Browsers 250
Index 265

Preface
I have learned to carry my typewriter with me as I travel.
Renting is iffy, and unreliable at best. Checking the machine
with the airlines is not wise. Portable typewriters are just not
packaged for “luggage” treatment. Machines that can survive
this system cannot be lifted.
Naturally, your traveling companions ask if you are a
writer. Now if you really are a writer, all you have to do is
say yes and an interesting conversation is established during the
trip. However, I have never considered myself a writer. I
consider myself a professional manager who communicates
through many means; one of these is writing.
That may seem like a small difference in terms, but it is
really more than that. Trying to explain your ideas so others
can understand them is what this sort of thing is all about.
Trying to offer concepts in attractive packages so the com-
municatee has to at least consider them has been the struggle
of my life. Some of these concepts have been accepted, but
usually only several years after I began developing them. That
is only fair since it takes a lot of years to conceive them.
I wasn’t born a manager; my family always envisioned me
as a medical person. My father was a chiropodist, my uncle,
a physician, and the whole outfit was involved one way or
another in the medical field. I grew up assuming I would
enter it too.
ix