Why Zero Defects Always Works

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ero defects (ZD) is probably the simplest, most effective quality management concept ever conceived. Zero defects always works and it can’t fail—only the leader can fail. Once a leader accepts ZD as his or her personal performance standard, error will no longer be tolerated and defects will go away; defects will be prevented. When the leader weakens, ZD can falter. Even then, it doesn’t really fail. Like the old Army ballad “Old Soldiers Never Die,” it just fades away.

Check out one of my previous articles in Quality Digest Daily, “The Magic Pill." You’ll learn that The Magic Pill is the realization that people perform to the standard that is set or accepted by their leader. If the leader’s performance standard is zero defects, people will perform to that standard. That’s why ZD works. Some say it’s impossible to produce defect-free work. If you can produce defect-free work some of the time, then you can produce defect-free work all of the time. No? Why not? If you don’t know how to produce defect-free work, ZD won’t help. You better call in a couple of Six Sigma Black Belts to work their problem-solving magic. Of course, if you’re always in the problem solving mode, you’ve already lost the game. If someone’s job is solving problems, they will never run out of problems. It’s like building a rework center in a factory; it’s always busy.

The ZD mantra is, “Do it right the first time.” It’s strange, but that idea has its detracters; can you imagine? If you search the web, you’ll find all kinds of silly arguments against zero defects. Some will say that you can’t reach perfection. Who said anything about perfection? Many software developers get panicky, and claim that zero defects can’t apply to them. Research-type people seem to feel the same way. The American Society for Quality, back when it was the American Society for Quality Control (ASQC), had a conniption when the American Society for Zero Defects (ASZD) was formed. They even published a proclamation in their magazine claiming that there was no need for such an organization, or ZD itself. In truth, there was a need for ASZD, and it’s too bad it disbanded. The ASQC treated ZD as a “motivational program” and assigned it to its motivation section, where it faded away.

There is no need to be ZD-phobic; it won’t hurt you. It doesn’t take a lot of courage for a leader to establish ZD as the performance standard. Software can be written right the first time. That doesn’t mean that errors won’t be made during development, but they can be corrected before the software is released to the customer. It’s like me writing this article. I make typos, or change my mind about the use of a word or a phrase. I’ll admit that software has a big opportunity for latent defects. I know from experience in developing my own statistical process control software. A defect in a program can be out there, used by hundreds of people for several years, and work just fine. Then, some guy puts in a comma instead of a decimal point and there's big trouble. I had that happen with my software. It was a simple thing to make a change to the software and update customers. Now we know what caused that error, it won’t happen again.

The same is true with research. I’ve heard researchers claim that failure is part of the process. Maybe so, but the work must be done correctly, with accepted procedures and methods. Edison went through thousands of filaments until he found the right one for the light bulb. Were these defects? I don’t think so, he didn’t do anything wrong. Anyway, it’s silly to even argue about it. If you're happy with things the way they are and don’t think that ZD applies to your work, don’t bother with it. But there’s no reason to preach about its evils.

I’ve had several discussions with a couple of doctors about the performance of their office staff and laboratory. If the lab makes an error, how can the doctor or the researcher make good decisions? A mistake in the office can cause all sorts of problems. A lab error could guarantee a bad diagnosis. Zero defects applies to software, research, medicine, teaching, manufacturing, flying airplanes, and everything else—ZD applies to all work.

The real beauty in zero defects is that it’s a simple concept and easy to implement. It starts when the leader sets a performance standard of zero defects. Unlike total quality management, Six Sigma, and programs of that ilk. The average employee doesn’t understand programs like those. I once checked into a hospital that had a Six Sigma program. I asked a nurse what Six Sigma meant. She said, “It’s something management’s doing.” The ZD performance standard applies to all types of work: engineering, purchasing, human resources, production, quality, clerical, maintenance, and many others, in fact, all others. It isn't just for manufacturing.

Everyone understands what zero means; everyone knows what a defect is. It’s infectious; people think about it. No expensive training, no Black Belts, no complicated procedures, no additional staff, yet it works. How can that be bad? Zero defects works if you build atomic bombs, make Subway sandwiches, publish a magazine, or make hardware for automobiles.

Whatever you do, it can be done right.

About The Author

David C. Crosby

Dave Crosby is president of The Crosby Company, a firm he created to develop and deliver software and training in the field of quality management. His SPC software was the first on the market for the personal computer. His books include, How To Get Your People to Do Things Right, Quality is Easy, How To Run a Zero Defects Program, and The Zero Defects Option.

Crosby served as corporate director of quality for RCA Corp., General Instruments Corp., and Portec Inc. He was awarded the “Outstanding Civilian Service Medal” by the U.S. Army for his work with the Army Zero Defects Program. His web site is www.zdoption.com.