Quality Is Free - The Art Of Making Quality Certain
Source: By Philip B. Crosby, 1980

The problem of quality management is not what people don't know about it. The problem is what they think they do know. In this regard, quality has much in common with sex. Everyone is for it. (Under certain conditions, of course.) Everyone feels they understand it. (Even though they wouldn't want to explain it.) Everyone thinks execution is only a matter of following natural inclinations. (After all, we do get along somehow.) And, of course, most people feel that all problems in these areas are caused by other people. (If only they would take time to do things right.) In a world where half the marriages end in divorce or seperation, such assumptions are open to question.

What should be obvious from the outset is that people perform to the standards of their leaders.

If management thinks people don't care, then people won't care.

The cost of quality is the expense of doing things wrong.

A career could be over before a person had the chance to experience each and every thing that can go wrong.

People really like to be measured when the measurement is fair and open.

The real strength, and value, of quality engineering involves learning from the past to make a smoother future.

Good things only happen when planned; bad things happen on their own.

We need people who are in complete control of themselves, people who are able to think creatively and to implement their ideas at the same time, and stay loose enough to anticipate and avoid whatever it is that is lurking behind the next hill.

Less than one-tenth of one percent of the people in the world are truly creative, that is, able to develop an original concept from an original thought.

Learning. When you have an answer for everything, you know you have stopped learning.

The biggest problem managers face comes when they are actually expected to accomplish all the things they have been saying could be accomplished if only everybody would listen to them.

Most managers are so concerned with today, and with getting our own real and imagined problems settled, that we are incapable of planning corrective or positive actions more than a week or so ahead.

People really don't work for money

Motivation is short-term in effect.


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