Crosby's 7 Steps

• Commitment to management: A corporate change manager, quality manager, external consultant or important executive) must convince the operational head of the company that: quality is free; non-quality (defects and errors) annually consumes between 10 and 20% of sales revenue, this case can be reduced to 10% on sales in the first year of the program and up to 3% in the long term term; The CEO is as responsible for the quality of the company as he is for profitability, market strategies, productivity or corporate image.

• Quality improvement team: Once the General Director is aware of the above, he summons the Area Directors (sub-directorate) to define the quality of the company; rectify their attitude to quality defects and errors and provide some subordinates (managers, heads of dept.) to integrate the interdisciplinary quality improvement team and participate in the implementation of the rest of the Program.

• Measurement: Specific quality measures must be defined: at the corporate level, areas and departments; Each meter will receive wide publicity and will be the control that establishes the progress of quality, under the program.

• Create an awareness of quality: Once departmental managers are convinced of the cost of non-quality and of their responsibility and improve quality, they will be able to take the first steps towards the public to rectify the false image that prevails among lower management and staff unionized.

• Corrective action: Quality Circles are started, each supervisor together with his staff seeks to remedy the errors or defects generated in his department.

• Plan the day of zero defects

• Staff education

• The day of zero defects: Transmit to the base personnel the management decision not to tolerate more defects, that is, to sentence the official death of mediocrity.

• Set goals to prevent defects

• Eliminate the causes of the error

• Recognition