克劳士比的质量管理四项原则

克劳士比被誉为“最伟大的管理思想家”、“零缺陷之父”、“世界质量先生”，致力于“质量管理”科学的发展和应用。克劳士比最出名的成果就是质量管理四项基本原则。

基本原则一：质量的定义

质量的定义就是符合要求，而不是好。什么是好，什么不好，依靠主观判断不一定正确。正如推行ISO国 际质量体系认证，任何一个流程、工序和文件都必须符合标准化的要求。首先要制定标准作业书，并按照目视管理的原则张贴在显眼的地方，对于员工来说就是要依 葫芦画葫芦，而不能依葫芦画瓢、似是而非。每一个行为都不能马马虎虎，每一种态度都不能得过且过，每一种思想都不能随心所欲，而是要层层把关、严格把关。

基本原则二：质量系统

质 量系统第一是预防，第二才是检验。检验是在过程中或者过程结束后把坏的从好的里面挑选出来，这时已经造成了成本的浪费。预防发生在过程的设计阶段，包括： 沟通、计划、验证以及逐步消除出现不符合的时机。也就是说，在车间的生产过程中，除了检验出不良，还要不制造不良、不流出不良。不制造不良是生产的最高目 标，而不流出不良是要求本部门的不良品必须在本部门改善，不能随随便便流到下一个制程。

基本原则三：工作标准

工作标准必须是零缺陷，而不是“差不多就好”。虽然真正的零缺陷是永远无法达到的，但是作为一种至高无上的追求，零缺陷可以引导我们在质量改进的道路上不断前进。正因为永无止境，没有人敢说质量已经十全十美了，我们才能百尺竿头、更进一步。而“差不多就好”则意味着一个错误是正常的，两个错误是难免的，三个错误是可以原谅的，这样下去只能导致好的越来越少、坏的越来越多。因此，标准就是要严格、严格、再严格。

基本原则四：质量的衡量

质量是用不符合要求的代价来衡量的，而不是仅仅用指数。指数比如说次品百分比、返工百分比只是一些单纯的数字，4%与5%的次品百分比区别很小，6%的 返工百分比看起来也不是很高。但是将它们折算成相应的货币价值，就能达到触目惊心的效果：次品百分比上升一个百分点会给公司带来多么大的损失，返工百分比 降低一个百分比会给公司带来多么大的效益。作为一个负责任的员工，在次品和返工的问题上，不能只是考虑自己微小的利益，而是要多为公司想一想。

Philip Bayard "Phil" Crosby, (Wheeling, June 18, 1926 - Winter Park, August 18, 2001) was a businessman and author who contributed to management theory and quality management practices.

Crosby initiated the program at the , plant. As the quality control manager of the program, Crosby was credited with a 25 percent reduction in the overall rejection rate and a 30 percent reduction in scrap costs.

In 1979 after a career at , Crosby started the management company Philip Crosby Associates, Inc. This consulting group provided educational courses in quality management both at their headquarters in , and at eight foreign locations. Also in this year Crosby published his first business book, Quality Is Free. This book would become popular at the time because of the crisis in North American quality. During the late 1970s and into the 1980s North American manufacturers were losing market share to Japanese products largely due to the superiority of quality of the Japanese products.

Crosby's response to the quality crisis was the principle of "doing it right the first time" (DIRFT). He would also include four major principles:

1. the definition of quality is conformance to requirements
2. the system of quality is prevention
3. the performance standard is zero defects
4. the measurement of quality is the price of nonconformance

Crosby's prescription for quality improvement was a 14-step program. His belief was that a company that established a quality program will see savings returns that more than pays off the cost of the quality program ("quality is free").