Philip B. Crosby, a
exponent of TQM'
Assistant Professor, Goa h-.::
- Time Magazine
Philip Crosby is charismatic populariser 0: To-= Quality Management (TQM) and knoV\n ~ :Uncle of Quality revolution.
Crosby's first book, Quality is Free, has "j22credited with playing a large part in beginnir'5 ::."= quality revolution in the United States ",- ~ Europe. He authored a total of 13 books, inc.:.~~~ The Absolutes of Leadership in 1996 and Qunl:;: -- ~ Me, an autobiography filled with lessons frou.~_ published in 1999.
His books, Quality without Tears and Quali~,-:: ~ are easy to read because he used a very Si::-L~~2 language. Philip Crosby's ideas came fro~. r-~ experience on an assembly line. It is known :.:'1 S·=world that Crosby had his own thoughts by' .~~_ he placed innovative ideas and theory on management.
"Most managers are so concerned with today, ar - --.
getting our own real and imagined problems s that we are incapable of planning corrective or actions more than a week or so ahead."
The above phrase is from Quality is free. '\:.a: ,.=, beautiful phrase it is. If we analyse this we co=:-.:=, to a conclusion that it is true in today's CO;'.:2- Not only Managers but in daily life as ,,individual also we sometimes just crea(e imaginary world of problems. We lack plarc.:=;:~ skills. I read somewhere that Planning is a look ahead, a broad look around and a searIT":=~ look within'. I think Philip Crosby also wan:e..:i :
tell the world that you have to plan wha: ~.~~ want to achieve, set your goals, how you \\'~.: 0achieve based on the capability you haw.
If we can't deal problems in positive manner --that too quickly (without loss of time) we \ .
the battle. World today is so competitiw.
-'~5'::':' argues that changing a culture is not a - =.::er of teaching people a bunch of new -=--~..2sues, or replacing their behaviour patterns ::. aew ones. It is a matter of exchanging values --.:: providing role models. This is done by --;::,-..ging attitudes. And for this Crosby also . ised that genuine interest in people and --~-'::s is very important.
-e :irst struggle, and it is never over, is to '~come the 'conventional wisdom' regarding -:':lality. In some mysterious way each new --:lager becomes imbued with the conventional ~dom. It says that quality means goodness; that : is unmeasurable; that error is inevitable; and 2-.a: people just don't give a damn about doing good work. No matter what company they work =-',7. or where they went to school, or where they -a-e raised - they all believe something erroneous _~ this. But in real life, quality is something quite ':::-=erent. Quality is conformance to requirements; :: lS precisely measurable: error is not required to ':"~~;=jll the laws of nature; and people work just as ,---,.; now as they ever did. . . . people perform -~e standards of their leaders. If management people don't care, then people won't care," osby 1979: 7-8).
rosby's name is perhaps best known in relation :c the concepts of Do It Right First Time and Zero Defects. He considers traditional quality -nntrol, acceptable quality limits and waivers of ~:..1b-standard products to represent failure rather :..:'an assuranc~ of success. Crosby therefore c.efines quality as conformance to the -equirements which the company itself has -tablished for its products based directly on its tomers' needs. He believes that since most ompanies have organisations and systems that a:.:ow (and even encourage) deviation from what ~ really required, manufacturing companies