Teoría de los cero defectos | Philip Crosby
Philip Crosby: The Pioneer of Quality Management
Introduction to Philip Crosby
- Philip Crosby was born on June 18, 1936, in Huelin, Virginia, USA. He initially graduated in pediatrics from Ohio Medical School but later realized it wasn't his true calling.
Early Career and Development of Philosophy
- After serving in World War II and the Korean War, Crosby began his professional career as a testing technician at Cross Lake Corporation. In the 1960s, he joined Martin Marietta as a quality engineer where he developed his "Zero Defects" philosophy.
Establishing His Consulting Firm
- In 1972, Crosby founded his own consulting firm which grew to around 300 employees globally and generated over $100 billion in revenue.
Definition of Quality
- Crosby defined quality as the ability to deliver products that meet management's established standards based on customer needs, aiming to enhance customer satisfaction.
Key Principles of Zero Defects Philosophy
- For Crosby, success hinges on performing tasks correctly the first time. He emphasized using consumer satisfaction as a measure for effectiveness.
- He argued that quality is not an expense but rather a cost-saving measure; poor quality incurs costs due to errors and inefficiencies.
Prevention Over Correction
- Crosby's philosophy focuses on organizational systems rather than just technical processes. It aims for absolute quality across all levels within an organization.
Four Absolutes of Quality Management
- Zero Defects: Ensuring requirements and resources are provided at all levels for quality improvement.
- Prevention: Emphasizing proactive measures to prevent errors instead of merely correcting them post-factum; error detection leads to increased costs and diminished focus on quality.
- Single Standard: Establishing zero defects as the only valid standard for measuring organizational effectiveness and final product quality. This approach allows individual performance assessment across various internal levels.
- Cost of Quality: Viewing costs associated with poor-quality outcomes as the sole metric organizations should consider for continuous improvement efforts.
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