Quality without tears ebook

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Rating details. More filters. Sort order. Philip defined hassle as: the unnecessary difficulties or harassment placed into the path of someone trying to do reasonable thing.

They recognize that their action is the only tool the will change the profile of the organization. Managers just lay back and wait for results.

Talking the requirements seriously is the 1st act in improvement. Appraisal checking, inspection, testing, etc. Management commitment. This requires a specific management policy on quality. Quality must be the first item on the agenda at every regular status meeting. The manager must carry a speech on quality in his head and deliver it at every opportunity. Team Actions: 2. The quality improvement team. Is just a habit of seeing how we are going along? The real hassle begins when no one knows how well you are really doing.

Cost of quality. To determine the cost of quality, be sure you are measuring the same thing all the time, throughout the company. The tendency is for each area to try to limit its cost.

Quality awareness. Awareness must begin at the management level: "When conformance to requirements becomes part of the lexicon of the company, then it begins to take effect. Corrective action. Real purpose is to identify and eliminate problems forever. Employee education 9. Zero Defects Day. It's a time to show all people face to face that management is serious. Measurement leads directly to goal setting.

Ideally, the group chooses the goals and follows its progress on a chart. Error-cause removal. People simply state what problems they are having. Very few organizations recognize their good performers.

The most valuable recognition comes as a result of peer judgment. Quality councils. Quality professionals get together to learn from each other and to support the improvement process. Do it all over again. As quality improvement becomes more and more an enduring way of life, as it becomes the culture of the company, the process gains speed and permanence. To drive his philosophy, Crosby supports his own concepts using an imaginary case study: In "A Quality Carol," Emory Spellman falls asleep on a bus.

A spirit appears and takes him to see his deceased partner. The partner is repairing thousands of defective items that their company has made.

This is punishment For being the cause of the hassle other people had to live with. For not preventing these things by being interested in quality.

The apparition warns him: Unless you change your ways of treating quality, you are going to wind up right next to the apparition, forever and ever, twenty-four hours a day.

No time off, no visitors, no meetings just all the problems you ever caused. Predictably, three more visitors appear. Quality Past is a former college professor who wants to retract something he had taught Emory. The misinformed lesson was to cut corners on quality. Quality Present appears as a woman who tries to sell him on the quality vaccine. Failing in that, she brings Emory's customers to him through a television screen.

One after another comes into view with a litany of complaints about the company's products and services. When Quality Future enters, Emory finally sees the light. The final and most portentous visitor is a "severe looking person carrying a briefcase and dressed in a black three-piece suit. Emory returns later in the book and applies Crosby's methods to avert that fate.

Humans are not perfect and zero defects aren't about perfection. With a zero defects in mind, each defect is given great deal of attention and traced to its root cause, and each cause is prevented till we are sure that we have completely eliminated the problem. Quality Guru Deming believed that slogans like "Zero Defects" are actually counterproductive and may deemphasize the culture and tools associated with continuous improvement.

Since Defects vary in size and severity, not all defects are bad. Some defect actually throw light on some process improvement never thought of before. Zero defects may also mean that all defects are bad and counterproductive if not explained well. It may not leave time for continuous improvement to occur.

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