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Quality Is Free: The Art of Making Quality Certain: How to Manage Quality - So That It Becomes A Source of Profit for Your Business, by Ph
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Nontechnical in approach, this how-to manual for managers with accountability for product performance specifies ways in which quality problems can be prevented at each stage of production.
- Sales Rank: #299495 in Books
- Brand: McGraw-Hill Companies
- Published on: 1979-12-28
- Original language: English
- Number of items: 1
- Dimensions: 1.21" h x 5.70" w x 8.32" l,
- Binding: Hardcover
- 309 pages
- Great product!
Most helpful customer reviews
0 of 0 people found the following review helpful.
Bad quality book, he has lack of statistics knowledge.
By Amazon Customer
I guess the author has no knowledge in statistics and thinks the fault is from the people. Statistics is the base for quality, he only says that you have to make the people want to make the things right at first, and if they want, they can make it correct at first, so you have to make posters and events to make people willing to make things correct. Everybody knows that nobody wants to make things wrong, and it is statistically impossible to make things 100.00% correct, as he said it is possible. I suggest out of crisis, from Deming, who also made some implicit critics to the authors such this one, who does not know about statistics, and blames every worker from poor quality, when the real guilty is management.
23 of 23 people found the following review helpful.
A very practical and insightful book
By Maxim Volodin
This book contains excellent material, which shows what way to look if you want to increase your productivity/profitability. The whole approach is very customer-oriented, which makes it possible to avoid distinguishing between manufacturing and service businesses (and thus getting lost in irrelevant details). The concept of quality the way that Crosby presents it is fairly universal to all types of businesses. This lets one see to the bottom of the quality issue, which is essential for true understanding.
I found very useful the idea that quality should be observed in all business activities, not only customer-specific (e.g. hiring, bookkeeping, etc. vs programming). If this is neglected then the firm simply does not know the true cost of quality. Seems to be so obvious, but ask yourself if you really think of it this way. Also very useful is the suggested way to measure quality in dollars, instead of indirect measurements, like defects-per-KLOC and such. After all, everything boils down to money, and that's the only real indicator of performance.
The weak point of this book is its language: it is a little bit hard to read, especially if English is not native to you. It would be much better if it were written in decent English, instead of US spoken.
Another pitfall is a somewhat free use of terminology. Thanks to this, many authors argue that the book message is not (entirely) correct, but the point is that some of its statements should not be taken literally. One needs to grasp the true meaning, which Crosby attaches to some of his words, like "requirements".
I rate that book with 4 stars only because of readability, which could be better. The contents deserves full 5 stars, and I consider it a must-read for all managers.
8 of 8 people found the following review helpful.
A work of applied philosophy
By Matthew Heusser
On of the most basic conflicts in any management is the conflict between quality (do it right) and output (do it fast). Crosby starts our with the typical north American assumption that the two are embroiled in a zero-sum game, and then he blows the lid off - suggesting that by focusing on quality you can increase throughput. For example, by spending tens of thousands dollars on education to *prevent* heart attacks now - spent only on a targeted risk group - a health insurance company could avert heart attacks later, saving a million dollars or more. For a second example, if a manufacturing table has physical waste (scrap) and labor waste (re-work of bad parts), both can be eliminated by having zero defects in the first place, with a net increase in performance.
Crosby also spends a little bit of time talking about how to inspire the workforce to save money with a 'buck a day' program.
Then Crosby provides step-by-step suggestions on how to implement those philosophies in a manufacturing environment. I give the book four stars because it is a little dated, and is heavily oriented toward manufacturing. Still, this is a classic in the quality movement. If you are studying quality, don't go for the five-page summary of Crosby's ideas - go to the source!
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