Phil Crosby
(1979) developed a fourteen step program for quality improvement:
MANAGEMENT COMMITMENT - Top level view on quality shown to all
employees.
THE QUALITY IMPROVEMENT TEAM - To pursue the quality regime
throughout the business.
QUALITY MEASUREMENT - Analysis of business quality performance in a
meaningful manner, for example late deliveries, budgeted to actual
sales/deliveries/costs/etc. Keep it simple for all to understand.
THE COST OF QUALITY - Make sure everyone in the business
understands the need for a quality system, and the costs to the business if
there is no quality system in place.
QUALITY AWARENESS - Again make everyone in the business aware of the
impact of quality systems.
CORRECTIVE ACTION - Ensure a system is in place for analysing defects in
the system and applying simple cause and effect analysis, to prevent
re-occurrence.
ZERO DEFECTS PLANNING - Look for business activities to which zero defect
logic should be applied.
SUPERVISOR TRAINING - Get your supervisors trained in both
quality logic and zero defect appreciation which they can apply to their
business activities.
ZERO DEFECTS DAY - A quality event by which all members of the
effected section become aware that a change has taken place.
GOAL SETTING - Once a change has been implemented in a section of
the business, the next step is to get the employees and supervisors in that
section to set goals for improvement to bring about continuous improvement.
ERROR CAUSE REMOVAL - Communication process by which management are
made aware that set goals are difficult to achieve in order for either the
goals to be reset or help given by management to achieve the goals.
RECOGNITION - Management must recognise the employees who
participate in the quality schemes.
QUALITY COUNCILS - Using both specialist knowledge and employee
experiences to bring about a focused approach to business quality regime.
DO IT OVER AGAIN - Continuous improvement means starting from the
beginning again and again.