Crosby's 14-step plan is discussed briefly here to help businesses implement a quality

improvement program.

1. Management commitment. For quality improvement to take place, commitment must start at the
top. The emphasis on defect prevention has to be communicated, and a quality policy that states
the individual performance requirements needed to match customer requirements must be
developed.

2. Quality improvement team. Representatives from each department or division form the quality
improvement team. These individuals serve as spokespersons for each group they represent. They
are responsible for ensuring that suggested operations are brought to action. This team brings all
the necessary tools together.

3. Quality measurement. Measurement is necessary to determine the status of quality for each
activity. It identifies the areas where corrective action is needed and where quality improvement
efforts should be directed. The results of measurement, which are placed in highly visible charts,
establish the foundation for the quality improvement program. These principles apply to service
operations as well, such as counting the number of billing or payroll errors in the finance
department, the number of drafting errors in engineering, the number of contract or order
description errors in marketing, and the number of orders shipped late.

4. Cost of quality evaluation. The cost of quality (or rather unquality) indicates where corrective
action and quality improvement will result in savings for the company. A study to determine these
costs should be conducted through the comptroller's office, with the categories that comprise
quality costs defined precisely. This study establishes a measure of management's performance.

5. Quality awareness. The results of the cost of nonquality should be shared with all employees,
including service and administrative people. Getting everybody involved with quality facilitates a
quality attitude.
6. Corrective action. Open communication and active discussion of problems creates feasible
solutions. Furthermore, such discussion also exposes other problems not identified previously and
thus determines procedures to eliminate them. Attempts to resolve problems should be made as
they arise. For those problems without immediately identifiable remedies, discussion is postponed
to subsequent meetings. The entire process creates a stimulating environment of problem
identification and correction.

7. Ad hoc committee for the zero-defects program. The concept of zero defects must be
communicated clearly to all employees; everyone must understand that the achievement of such a
goal is the company's objective. This committee gives credibility to the quality program and
demonstrates the commitment of top management.

8. Supervisor training. All levels of management must be made aware of the steps of the quality
improvement program. Also, they must be trained so they can explain the program to employees.
This ensures propagation of the quality concepts from the chief executive officers to the hourly
worker.

9. Zero-defects day. The philosophy of zero defects should be established companywide and
should originate on one day. This ensures a uniform understanding of the concept for everyone.
Management has the responsibility of explaining the program to the employees, and they should
describe the day as signifying a "new attitude." Management must foster this type of quality culture
in the organization.

10. Goal setting. Employees, in conjunction with their supervisors, should set specific measurable
goals. These could be 30-, 60-, or 90-day goals. This process creates a favorable attitude for people
ultimately to achieve their own goals.

11. Error-cause removal. The employees are asked to identify reasons that prevent them from
meeting the zero-defects goal—not to make suggestions but to list the problems. It is the task of
the appropriate functional group to come up with procedures for removing these problems.
Reporting problems should be done quickly. An environment of mutual trust is necessary so that
both groups work together to eliminate the problems.

12. Recognition. Award programs should be based on recognition rather than money and should
identify those employees who have either met or exceeded their goals or have excelled in other
ways. Such programs will encourage the participation of everyone in the quality program.

13. Quality councils. Chairpersons, team leaders, and professionals associated with the quality
program should meet on a regular basis to keep everyone up to date on progress. These meetings
create new ideas for further improvement of quality.

14. Do it over again. The entire process of quality improvement is continuous. It repeats again and
again as the quality philosophy becomes ingrained.