Phil´s Journal
PHILIP CROSBY

Why do organizations hire quality professionals? What is the purpose of acquiring these people who have expertise in a certain area? What do organizations expect to gain from that expenditure?

Let's be specific: Organizations expect to gain confidence that their products and services will meet the performance measurement requirements that have been promised to the customer; they expect that they will not spend money and time doing things over; and they expect to have few, if any, problems.

Organizations can approach these objectives in two ways: exactly and not exactly.

The exactly approach is based on taking the preventative actions necessary to assure that the work processes will produce results that conform to the agreed requirements. The emphasis is on the process. This is the quality management view.

The not exactly approach is based on detecting problems as early as possible in the process and taking corrective action to put things back in order. The emphasis is on snatching victory from the jaws of defeat. This is the traditional quality control way of life.

The performance standard that goes along with these two methods differs in definition of integrity.

The exactly standard is zero defects--doing things right the first time. Customers can expect to receive what they ordered whether it be a reservation, a printed circuit board or an omelet.

The not exactly standard is acceptable quality levels--doing almost everything right the first time. Customers can expect a reasonable excuse now and then, rather than exactly what they ordered.

The measurement of quality is quite different.

The exactly measurement is the price of nonconformance. When something doesn't come out correctly, putting things right involves several costs. Management needs to know what they are so they can be used as a basis for preventative action.

The not exactly measurement is variation and the cost of quality. All this is based on closeness to acceptable quality levels and is mostly anecdotal.

So if we look at quality professionals and their usefulness to the organization, we must determine the thought process they apply. Do they think their customers (management) deserve exactly or not exactly? Those who produce exactly are rewarded and appreciated many times over. Those who aim for not exactly will find that, when they reach their goal, nobody thinks it's very wonderful.

About the author

Philip B. Crosby, a popular speaker and founder of Philip Crosby Associates--now PCA II--is also the author of several books, including Quality Is Still Free (McGraw-Hill, 1995) and The Absolutes of Leadership (Jossey-Bass, 1996). Visit his Web site at www.philipcrosby.com .