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the 14 Steps of Crosby

  1. Commitment of ManagementFirst and foremost, management must be committed to improving the quality in a company.

This commitment must also be transparent to all employees so that proper attitudes towards

a Zero Defect product or service line are modeled.

 

2. Formulate the Quality Improvement TeamForming a quality improvement team is the second step to achieving total quality

management. Search for team members who will model quality improvement commitment,

and who are not already over-committed to other proects. The quality improvement team

should be able to effectively commit themselves to improvement of quality.

  3. Measure for Quality in Current ra!ti!es!efore you can establish a plan for improving  quality, you first have to "now e#actly where

your products and services lie when it comes to conforming to requirements. Thus, the third

step on $rosby%s list is to measure quality. Determine where there is room for improvementand where potential for imrpovement e#ists.

  4. "hat "ill the Cost of Quality #e$&ow much is your cost of nonconformance to standards' (hat is the cost for quality' !y

answering these questions, you can demonstrate to all company employees that there is a

need for a quality improvement system. )#plain how the cost of quality figures into the

overall company plan.

  %. Quality &'areness is Central to Su!!ess

*ou will need to raise employee awareness to the importance of quality management. !ydoing this, and ma"ing quality a central concern to employees, you will increase the

li"elihood that your quality improvement efforts will be reali+ed.

  (. )emember the Quality roblems$ Ta*e Corre!tive &!tion!y now, you will have determined what your company%s quality problems are. t is now

time to ta"e corrective action to eliminate the defects that have been identified. !e sure thatyou install a system, using causal analysis techniques, to ensure that these problems don%t

reoccur in the future.

  +. lan for ,ero -efe!ts*ou need to create a committee to ensure that there are +ero defects in your products and

services. For $rosby, it%s not enough, remember to have as few as possible defects.

nstead, you really need to have this number at +ero - establish a +ero-defect tolerance in

your company.

  . ra!ti!e /0e!tive Training for Supervisors)nsure that your supervisors can carry out the tas"s required of them for maintaining

quality. !y practicing supervisor training, with quality in mind and the four absolutes/,then you will be more li"ely to acheive +ero-defect status.

  . appy ,ero -efe!ts -ay&old a quality event, called a +ero defects day, where all employees are made aware of the

change that has ta"en place. !y holding a +ero defects day in your company when

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implementing a total quality management proect, you can be sure that you are increasing

awareness for quality in your wor"place.

  1. Involve /veryone in 5oal Setting0fter implementing a change, you will need to ensure that you involve everyone - bothemployees and supervisors - in the goal setting process. !y bringing everyone in the

company in on setting goals for improvement, you can ensure greater commitment to

achieving +ero defects.

  11. /liminate Causes of /rrors)rror-cause removal is necessary for the successful implementation of any quality

improvement effort. )ncourage your employees to come to management with any obstacles

or issues that arrise in attempting to meet improvement goals. !y having employeescommunicate obstacles before they become crises, you can avert many of the dampers for

quality improvement efforts.

  12. Implement )e!ognition for arti!ipantsThe twelfth step of $rosby%s 12 Steps is the implementation of employee recognition. !y

regularly recogni+ing those who participate in quality improvement efforts, employees will

 be much more li"ely to continue to participate.

  13. Create Quality Coun!ils!y bringing together specialists and employees, you can create a focused effort towards

creating lasting quality improvement implementations. 3a"e sure your quality councils

meet on a regular basis.

  14. 6ather...)inse...)//&T4uality improvement doesn%t end because you have run out of the 12 Steps of $rosby5 n

order to really ma"e improvements in the quality of your products and services, you willneed to do it over again...and again...and again. 6ow go get started on your quality

improvement proects5

Deming’s 14 Points on Quality Management,

a core concept on implementing total quality management, is a set of management practices

to help companies increase their quality and productivity.

1. Create constancy of purpose for improving products and services.2. Adopt the new philosophy.

3. Cease dependence on inspection to achieve quality.

4. End the practice of awarding business on price alone instead!minimi"e total cost by wor#ing with a single supplier.

$. %mprove constantly and forever every process for planning!production and service.

&. %nstitute training on the 'ob.

(. Adopt and institute leadership.

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). *rive out fear.

+. ,rea# down barriers between sta- areas.

1. Eliminate slogans! e/hortations and targets for the wor#force.

11. Eliminate numerical quotas for the wor#force and numericalgoals for management.

12. 0emove barriers that rob people of pride of wor#manship! andeliminate the annual rating or merit system.

13. %nstitute a vigorous program of education and selfimprovement for everyone.

14. ut everybody in the company to wor# accomplishing thetransformation.