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APPAREL QUALITY MANAGEMENT

Development of quality management- Philip Crosby- and his contributions to the discipline.

An Effort by:
Harshita Kumar Shreyasi DFT-VI NIFT, Kannur

‡ Started the management consulting group Philip Crosby Associates. Inc.‡ Born: June 18. USA ‡ Occupation: Quality Guru ‡ Introduced the Zero Defects program at Martin Marietta in the early 1970s ‡ Published Quality Is Free in 1979 . 1926 in Wheeling. Florida. West Virginia. (PCA) in 1979 . USA ‡ Died: August 18. 2001 (aged 75) in Winter Park.

‡ Profitability is best accomplished by reducing the cost of poor quality and preventing defects. .‡ A quality program can save a company more money than it costs to implement. ‡ Cost savings include prevention. ‡ Quality improvement has as much to do with converting people as solving problems. appraisal. and failure costs.

‡ A corporate quality program is a ÒtableÓ supported by four ÒlegsÓ: Recognition Original programs Professional quality management Management participation and attitude .‡ Quality management requires a deliberate strategy to motivate people to adopt and sustain quality principles.

Ô Quality is shared by every function. it is cheaper to do it right the first time. Ô Most quality problems originate with those who do the planning and creating. Ô Quality can be measured by the cost of quality Ô In any business. .5 ABSOLUTES OF QUALITY Ô Quality is conformance to requirements.

‡ Evaluate your organizationÑs position on the Quality Management Maturity Grid ‡ Implement the fourteen step Quality Improvement Program .

In reality it is about 20%.‡ Maturity Grid Stage I: Uncertainty Uncertainty Quality is the responsibility of the quality department awakening Quality management maturity grid Quality is hidden within manufacturing or engineering.µ . There are no organized quality improvement activities. The cost of quality is unknown. Enlightenment Wisdom Certainty ´We don·t know why we have problems with quality. no inspection Problems are fought as they occur.

The cost of quality is reported as 8%. ´Why do we always have problems with quality?µ ´We are identifying and resolving our problems. A quality leader is appointed. motivational efforts.µ . the organization is not willing to commit resources. The cost of quality is reported at 3%. but is actually 18%. Quality is elevated to a functional level equivalent to engineering. Teams address major problems. The fourteen-step quality improvement program is implemented. ‡ Maturity Grid Stage III: Enlightenment Management adopts a supportive and helpful stance. but the emphasis is on appraisal and moving the product. though it is really about 12% of sales. marketing. etc. Activities are limited to short-range. Problems are resolved openly and in an orderly way. but longrange solutions are not solicited.‡ Maturity Grid Stage II: Awakening While quality management may be valuable.

5%.µ The cost of quality is reported as 2. The quality improvement program is continual and accompanied by follow-up training. ´Defect prevention is a routine part of our operation. The quality manager is an officer of the company. A quality manager serves on the board of directors. ´We know why we do not have problems with quality.‡Maturity Grid Stage IV: ‡ Maturity Grid Stage V: Wisdom Top management participates in and understands quality. Certainty Quality is an essential part of the organization.µ . which is what it really is.5%. It may be 8%. Problems are identified in early development. The cost of quality is reported as 6. Quality improvement is normal and continual. Problems are prevented.

encouraging discussion Corrective action to ingrain a habit of identifying problems and correcting them of activities Committee to advocate Òzero defectsÓ .       Management commitment with an emphasis on defect prevention and visibility Quality improvement teams composed on members of each department or function²all the necessary tools Quality measurement to monitor the status and improvement Cost of quality evaluation Quality awareness by communicating the cost of quality.

so that the people know their problems are heard and answered Genuine recognition for achievement Establish Quality councils of quality professionals and team chairs for status information and ideas Do it all over again²repetition makes the program perpetual .       Supervisor training so that all managers understand the programs and can explain it Zero Defects Day to establish Òzero defectsÓ as the organizational standard Goal setting as teams. specific and measurable Removing the causes of defects. as described by individual workers.

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