Quality Without Tears: The Art of Hassle-Free Management
Now available in trade paperback, this mega-seller brings the timeless message of "the leading evangelist of quality" (as Time called Philip Crosby) to an ever-widening audience. Drawing on quality lessons learned from hundreds of corporate and government clients and presenting them through practical step-by-step guidance, Crosby shows managers at all levels how to build quality into all aspects of their operations.
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THE SAVING OF EMORY SPELLMAN
THE DEHASSLING OF LIGHTBLUE
SOME SUCCESS STORIES
MIXING THE VACCINATION SERUM
HOW COME VERY LITTLE EVER IMPROVES
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Absolute of Quality asked become Bill Davis causing quality improvement Chapter clear commitment communication concept conformance to requirements corporate corrective action cost of quality credit card customers dehassle determined DIRFT discussion eliminate Emory Spellman error everything executive education feel field service flag stick going Guidelines for Browsers happen Harrison hassle identify Implementation involved Jacob keep language of quality look manufacturing measurement meet ment never operations organization percent performance standard person Philip Crosby planning prevention price of nonconformance printed circuit board problem procedures Product recalls products and services professional quality function quality improvement process quality improvement team result says senior executives senior management seriously sessions someone specific spend student supplier quality management talking tell things thought tion understand Winter Park wrong Zero Defects
Page 59 - Management really has three basic tasks to perform: (1) establish the requirements that employees are to meet, (2) supply the wherewithal that the employees need in order to meet those requirements, and (3) spend all its time encouraging and helping the employees to meet those requirements.
Page 9 - current and past experience to keep the past from repeating itself. Communications A. Information about the progress of quality improvement and achievement actions is continually supplied to all employees. B. Recognition programs applicable to all levels of responsibility are a part of normal operations. C. Each person in the company can, with very little effort, identify error, waste, opportunity, or any
Page 53 - It is better to be rich and healthy than poor and sick.
Page 8 - The chief executive officer is dedicated to having the customer receive what was promised, believes that the company will prosper only when all employees feel the same way, and is determined that neither customers nor employees will be hassled.
Page 155 - The chief executive officer is dedicated to having the customer receive what was promised, believes that the company will prosper only when all employees feel the same way, and is determined that neither
Page 102 - We shall strive for excellence in all endeavors. We shall set our goals to achieve total customer satisfaction and to deliver error-free competitive products on time, with service second to none.
Page 8 - the company sound. Systems A. The quality management function is dedicated to measuring conformance to requirements and reporting any differences accurately. B. The quality education system (QES) ensures that all employees of the company have a common language of quality and understand their personal roles in causing quality to be routine. C. The financial method of measuring nonconformance and conformance costs is used to evaluate processes.
Page 112 - meetings to keep themselves pumped up. Two games later they blocked 13 extra points. They celebrated the achievement of their target and then went on to deny their opponents dozens of extra points during the remainder of the season. They had quite forgotten that there is more to the game.
Page 58 - Finally, the Absolutes came together as the four basic concepts of the quality improvement process. There is a fifth: "There is no such thing as a 'quality problem.' " But that is for the professional quality people, and very few of them understand that its purpose is to pinpoint problems more tightly than, "The quality department is a mess.
Page 111 - they estimated a cost of $250,000 due to the problem of the software's not being close enough to specification before troubleshooting began. Rather than just telling people about this, they borrowed ten brand-new Cadillacs and lined them all up in the front yard. Then they invited everybody out to "see what troubleshooting costs us.