26 Abr The principle of «doing things right the first time»
In terms of quality one of the objectives of TSB is to lead the national market of industrial parcel transport. For this reason we have a clear and deep commitment to quality. One of our most recurrent phrases to summarize our commitment to quality is «doing things right the first time». That’s why today we’re talking about Philip Bayard Crosby. Born in Wheeling, Virginia, United States in 1926. And died in Winter Park, Florida, in the year 2001.
He stood out for his studies related to quality management. He was the creator of the program «Zero Errors», by which he encouraged the North American organizations to work to reach the goal of zero defects. And he became famous in the United States thanks to his book «Quality is Free». We must not forget the deep crisis of quality that at the end of the 70s and the beginning of the 80s many American factories were experiencing in the face of the push of Japanese companies.
Crosby, based on his idea of «doing it right the first time» (DIRFT), enumerated four fundamental principles for quality management. And on these four fundamental principles, he developed his fourteen steps to achieve a continuous improvement of quality.
The basic fundamental principles of Crosby are:
- Quality must be defined with respect to the compliance of the client’s requirements.
- We must prevent.
- The quality standard is «zero errors» (no defects).
- The measurement of quality is the price of non-conformity.
From these basic principles, the 14 steps for the continuous improvement of quality are revealed:
- Management must be deeply committed to improving quality
- Teams must be formed to improve quality. These teams must be formed by members of all the departments of the company.
- Establish measurements. This way you can analyze where the quality problems are.
- The cost of quality is doing it wrong. And not doing it right from the start.
- Develop a quality culture in the company.
- The necessary measures have to be taken to correct the problems that are identified.
- Plan on «zero defects».
- Train the team to improve quality.
- Organize a «zero defects» day. This will make the team aware that a deep change in the organization is taking place.
- Set goals to reduce errors.
- Eliminate everything that is an obstacle to the goal of «zero errors».
- Recognize and value all those members / teams that help meet the objective. Reward them.
- Constantly inform the team with the latest tips on quality.
- Improving quality is a cycle, therefore, do not tire of applying the principles for continuous improvement.
Many may seem obvious today, but at that time was a real revolution for a large majority of companies and entrepreneurs.