Philip Crosby’ s Original Quality Maturity Grid

This grid is the basis of the CMMI and was developed over twenty five years ago during the peak of interest in Total Quality Management.

Quality Maturity Grid – (Source: Quality is Free by Philip Crosby pp32,33 Published 1979)

Measurement categories.	Stage 1: Uncertainty.	Stage 2: Awakening	Stage 3: Enlightenment	Stage 4: Wisdom	Stage 5: Certainty
Management understanding and attitude.	No comprehension of quality as a management tool. Tend to blame quality department for “quality problems”	Recognising that Quality Management may be of value but not willing to provide money or time to make it all happen.	While going through quality improvement programme, learning more about Quality Management; becoming supportive and helpful	Participating. Understanding absolutes of quality management. Recognise their personal role in continuing emphasis.	Consider Quality Management an essential part of company system
Quality organisation status	Quality is hidden in manufacturing or engineering departments. Inspection is probably not part of the organisation. Emphasis on appraisal and sorting.	A stronger quality leader is appointed but main emphasis is still on appraisal and getting product out of the door. Still part of manufacturing or other function.	Quality department reports to top management, all appraisal is incorporated and quality manager has role in management of company.	Quality manager is an officer of the company; effective status reporting and preventative action. Involved with consumer affairs and special assignments.	Quality manager on board of directors. Prevention is main concern. Quality Manager is a thought leader
Problem handing	Problems are fought as they occur; no resolution; inadequate definition; lots of yelling and accusations.	Teams are set up to attack major problems. Long-range solutions are not solicited. Fire fighting.	Corrective action communication established. Problems are faced openly and resolved in an orderly way.	Problems identified early in their development. All functions are open to suggestion and improvement.	Except in the most unusual cases, problems are prevented.
Cost of quality as % of sales	Reported: Unknown. Actual: 20 %	Reported: 3% Actual: 18%	Reported:8% Actual: 12%	Reported: 6.5% Actual: 8%	Reported: 2.5% Actual: 2.5%
Quality improvement actions	No organised activities. No understanding of such activities.	Trying obvious “motivational” short range efforts	Implementation of the 14 Step Programme with thorough understanding and establishment of each step	Continuing the 14 Step Programme and starting Make Certain	Quality improvement is a normal and continued activity.
Summation of company quality posture	“We don’t know why we have problems with quality. “	“Is it absolutely necessary to always have problems with quality?”	“Through management commitment and quality improvements we are identifying and resolving out problems”	“Defect prevention is a routine part of our operation”	“We know why we do not have problems with quality.”