Quality Is Free By Philip Crosby Pdf: A Timeless and Universal Framework for Quality Management

Quality Is Free By Philip Crosby Pdf: A Classic Book on Quality Management

Quality is one of the most important factors that determine the success or failure of any organization. Whether you are a manufacturer, a service provider, or a customer, you want to ensure that you get what you pay for and that you meet or exceed your expectations. But what exactly is quality and how can you achieve it?

Quality Is Free By Philip Crosby Pdf

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In this article, we will explore one of the most influential books on quality management ever written: Quality Is Free by Philip Crosby. We will learn who Philip Crosby was, what his main idea was, and how he proposed a practical and effective way to improve quality in any organization. We will also see how you can download Quality Is Free By Philip Crosby Pdf for free and read it at your convenience.

Introduction

What is quality and why it matters

Quality is a term that can have different meanings depending on the context and the perspective. For some people, quality means excellence, beauty, or luxury. For others, quality means reliability, durability, or functionality. For others still, quality means satisfaction, value, or trust.

However, regardless of how you define quality, it matters because it affects your reputation, your profitability, your competitiveness, and your customer loyalty. Quality can make or break your business. Poor quality can lead to waste, rework, complaints, defects, recalls, lawsuits, and loss of market share. On the other hand, high quality can lead to efficiency, productivity, innovation, referrals, repeat business, and growth.

Who is Philip Crosby and what is his background

Philip Crosby was an American businessman, author, and consultant who was widely regarded as one of the pioneers and gurus of quality management. He was born in 1926 in Wheeling, West Virginia. He served in the US Navy during World War II and then studied engineering at Ohio College of Applied Science.

He started his career as a test technician at Crosley Corporation in 1952. He then worked as a quality engineer at Martin-Marietta Corporation from 1957 to 1965. He joined ITT Corporation in 1965 as their corporate director of quality. He left ITT in 1979 to start his own consulting firm called Philip Crosby Associates Inc., which became one of the largest and most successful quality management firms in the world.

He wrote several books on quality management, including Quality Is Free (1979), Quality Without Tears (1984), The Eternally Successful Organization (1988), and Quality Is Still Free (1996). He also developed several quality management concepts and tools, such as the four absolutes of quality management, the quality management maturity grid, the quality improvement program, and the zero defects program. He died in 2001 at the age of 75.

What is the main idea of the book Quality Is Free

The main idea of the book Quality Is Free is that quality is not a cost, but an investment. Crosby argued that investing in quality can actually save money and increase profits by preventing problems and eliminating waste. He claimed that quality is free because it pays for itself in the long run.

Crosby also challenged the common misconception that quality means meeting specifications or doing things right the first time. He said that quality means meeting customer requirements or doing things right for the customer. He said that quality is not a technical issue, but a management issue. He said that quality is not a department, but a culture.

Crosby's book was a bestseller and a landmark in the field of quality management. It influenced many organizations and managers to adopt a new mindset and a new approach to quality. It also inspired many other quality experts and authors to build on his ideas and expand his methods.

The Four Absolutes of Quality Management

Quality is conformance to requirements

The first absolute of quality management is that quality is conformance to requirements. This means that quality is not defined by personal opinions, preferences, or standards, but by what the customer wants and needs. Crosby said that the customer is the ultimate judge of quality and that the customer's requirements are the only criteria for quality.

To conform to customer requirements, Crosby suggested that organizations should define their requirements clearly and precisely, communicate them effectively to all stakeholders, measure them objectively and accurately, and verify them regularly and systematically. He also suggested that organizations should avoid using vague or ambiguous terms such as "good", "better", or "best" when defining their requirements, and instead use specific and measurable terms such as "dimensions", "tolerances", or "performance indicators".

The system of quality is prevention

The second absolute of quality management is that the system of quality is prevention. This means that quality is not achieved by inspection, detection, or correction, but by preventing problems from occurring in the first place. Crosby said that inspection is too late, too costly, and too ineffective to ensure quality. He said that inspection only reveals defects, but does not prevent them.

To prevent problems, Crosby suggested that organizations should design their processes, products, and services with quality in mind from the start, identify and eliminate potential sources of error or variation, train and educate their employees on quality principles and practices, and implement continuous improvement initiatives to prevent recurrence of problems. He also suggested that organizations should adopt a proactive rather than reactive attitude towards quality, and focus on finding and fixing causes rather than symptoms.

The performance standard is zero defects

The third absolute of quality management is that the performance standard is zero defects. This means that quality is not achieved by meeting some acceptable level of errors or failures, but by eliminating all errors or failures. Crosby said that there is no such thing as acceptable quality level or acceptable error rate. He said that any defect is unacceptable and any error is costly.

To achieve zero defects, Crosby suggested that organizations should set their goals as high as possible, commit to achieving perfection, motivate and reward their employees for achieving zero defects, and celebrate their successes. He also suggested that organizations should adopt a positive rather than negative attitude towards quality, and focus on doing things right rather than avoiding doing things wrong.

The measurement of quality is the price of nonconformance

The fourth absolute of quality management is that the measurement of quality is the price of nonconformance. This means that quality is not measured by some abstract or subjective criteria, but by the tangible and quantifiable cost of poor quality. Crosby said that the cost of poor quality is not only the direct cost of fixing defects or compensating customers, but also the indirect cost of losing reputation, market share, or competitive advantage.

To measure the cost of poor quality, Crosby suggested that organizations should track and report all the activities and resources that are wasted due to nonconformance to customer requirements, such as rework, scrap, warranty claims, customer complaints, lost sales, lost customers, etc. He also suggested that organizations should compare the cost of poor quality with the cost of good quality, such as prevention costs (e.g., planning, 71b2f0854b