Zero Defects, a term coined by Mr. Philip Crosby in his book “Absolutes of Quality Management” has emerged as a popular and highly-regarded concept in quality management – so much so that Six Sigma is adopting it as one of its major theories. Unfortunately, the concept has also faced a fair degree of criticism, with some arguing that a state of zero defects simply cannot exist. Others have worked hard to prove the naysayers wrong, pointing out that “zero defects” in quality management doesn’t literally mean perfection, but rather refers to a state where waste is eliminated and defects are reduced. It means ensuring the highest quality standards in projects.
What Do We Mean by Zero Defects?
From a literal standpoint, it’s pretty obvious that attaining zero defects is technically not possible in any sizable or complex manufacturing project. According to the Six Sigma standard, the definition of zero defects is defined as 3.4 defects per million opportunities (DPMO), allowing for a 1.5-sigma process shift. The zero defects concept should pragmatically be viewed as a quest for perfection in order to improve quality in the development or manufacturing process. True perfection might not be achievable but at least the quest will push quality and improvements to a point that is acceptable under even the most stringent metrics.
Zero Defects: The Theory and Implementation
Zero defects theory ensures that there is no waste existing in a project. Waste refers to all unproductive processes, tools, employees and so on. Anything that is unproductive and does not add value to a project should be eliminated, called the process of elimination of waste. Eliminating waste creates a process of improvement and correspondingly lowers costs. Common with the zero defects theory is the concept of “doing it right the first time” to avoid costly and time-consuming fixes later in the project management process.
The zero defects theory is based on four elements for implementation in real projects.
- Quality is a state of assurance to requirements. Therefore, zero defects in a project mean fulfilling requirements at that point in time.
- Right the first time. Quality should be integrated into the process from the beginning, rather than solving problems at a later stage.
- Quality is measured in financial terms. One needs to judge waste, production, and revenue in terms of budgetary impact.
- Performance should be judged by the accepted standards, as close to perfection as possible.
Zero Defects: Pros and Cons
The clear advantage of achieving a zero-defect level is waste and cost reduction when building products to customer specifications. Zero defects mean higher customer satisfaction and improved customer loyalty, which invariably leads to better sales and profits.
Nonetheless, a zero defects goal could lead to a scenario where a team is striving for a perfect process that cannot realistically be met. The time and resources dedicated to reaching zero defects may negatively impact performance and put a strain on employee morale and satisfaction. There can also be negative implications when you consider the full supply chain with other manufacturers that might have a different definition of zero defects.
In the end, the quest for zero defects is an admirable objective in itself, and most companies find that the pros outweigh the cons. By striving for stringent but accepted standards of defects, companies can build better processes and create an environment of continuous service improvement.
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