Zero Defects
Although applicable to any type of enterprise, it has been primarily adopted within supply chains wherever large volumes of components are being purchased (common items such as nuts and bolts are good examples).
Zero Defects involves reconditioning the worker "to take a personal interest in everything he does[,] by convincing him that his job is just as important as the task of the doctor or the dentist.
[2]: 10 This activity routinely uncovered defects in design, manufacture, and assembly and resulted in an expensive, drawn out cycle of inspection, rework, reinspection, and retest.
[2]: 12 Additionally, reports of spectacular missile failures appearing in the press[note 1] heightened the pressure to eliminate defects.
Martin marshaled all of its resources to meet this challenge and delivered the system with no discrepancies in hardware and documentation and were able to demonstrate operation within a day of the start of setup.
[2]: 14¡V15 After reviewing how Martin was able to overachieve, its management came to the conclusion that while it had not insisted on perfection in the past, it had in this instance, and that was all that was needed to attain outstanding product quality.
[2]: 15 Management commissioned a team to examine the phenomenon and come up with an action plan, which became the organizing, motivating, and initiating elements of Zero Defects.
[8][9] Interest in the program from outside firms, including Litton Industries, Thiokol, Westinghouse, and Bendix Corporation,[2]: 16 was keen and many made visits to Martin to learn about it.
[2]: 17 During its heyday, it was adopted by General Electric, ITT Corporation, Montgomery Ward, the United States Army among other organizations.
[15] Prevention, in the form of "pledging ourselves to make a constant conscious effort to do our jobs right the first time", is the only way to guarantee zero defects.
[25][26][27] Crosby stated that "Motivation has nothing to do with it...It is merely setting performance standards that no one can misunderstand and then starting a two-way communications exercise to let everyone know about it.
