ASQ CMQ-OE Online Access

Philip B. Crosby, a renowned quality management expert, emphasized the importance of preventing defects rather than detecting and fixing them later. His philosophy centered around the concept of “doing it right the first time” (DIRFT). Here’s a breakdown of his definition of quality:

• Conformance to Requirements: Crosby believed that quality is about meeting the established requirements. These requirements include both the product’s technical specifications and the customer’s expectations. When a product or service aligns with these requirements, it achieves quality.
• Not as Goodness: Crosby’s definition focuses on objective criteria rather than subjective judgments. Quality is not merely about being “good” but about adhering to specific standards.
• Prevention: Crosby’s second absolute emphasizes prevention over appraisal. Rather than inspecting and correcting defects after they occur, organizations should proactively prevent them. Prevention involves robust processes, training, and continuous improvement.
• Zero Defects: The third absolute states that the performance standard should be zero defects relative to requirements. In other words, organizations should strive for perfection, aiming to eliminate defects entirely.
• Price of Nonconformance: The fourth absolute highlights that measuring quality involves assessing the cost of nonconformance. This cost includes rework, scrap, customer dissatisfaction, and lost opportunities.

In summary, Crosby’s definition of quality emphasizes meeting requirements, preventing defects, and striving for zero defects. It aligns with the principles of Total Quality Management (TQM) and continuous improvement12.

References: 1Philip Crosby: The Man Who Said “Quality is Free” 2Philip B. Crosby - Wikipedia

When analyzing output data from a continuous process, it is crucial to identify any anomalies or patterns that could indicate issues within the process. If the data shows an unusual variation or a shift in the process during a specific time frame, such as between noon and 3 p.m., it suggests that an event or change occurred that affected the process’s performance. Asking if something out of the ordinary happened during this time can lead to identifying and addressing the root cause of the variation1.

References: In the context of process capability and analysis, ASQ emphasizes the importance of monitoring process parameters and identifying variations that may indicate problems within the process1. This approach is consistent with the principles of continuous improvement and quality management, where identifying and addressing unusual occurrences is key to maintaining process integrity and performance1.

The ASQ Certified Manager of Quality/Organizational Excellence Handbook emphasizes the importance of senior management support in quality improvement efforts. Without the backing of senior leaders, it becomes challenging to allocate resources, implement changes, and drive organizational commitment to quality. Senior management support ensures that quality initiatives receive the necessary attention, resources, and alignment with strategic goals. It also facilitates communication and collaboration across different levels of the organization, fostering a culture of continuous improvement1.

References: 1: The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition1.

Fear is detrimental to an organization’s ability to improve and innovate. Dr. W. Edwards Deming, a renowned quality management expert, emphasized the importance of creating an environment where people are free to question, experiment, learn, fail, cooperate, and innovate. Fear-driven management stifles creativity and prevents employees from contributing their best. When managers focus solely on numbers—such as meeting quotas, achieving targets, or maximizing profits—they may inadvertently create an atmosphere of fear. Fear can lead to distorted data, dishonest reporting, and a lack of trust among employees. Instead, Deming advocated for leadership that recognizes the value of collaboration, continuous improvement, and pride in workmanship. By eliminating fear and emphasizing cooperation, organizations can foster a culture of quality and productivity12.

References: 3. Managing Human Systems - The W. Edwards Deming Institute 4. Where There is Fear You Do Not Get Honest Figures