Zero Defects (or ZD) is a collaborative programme or philosophy within an organisation, whereby everyone works together towards the ideal goal of there being no defects in quality. As a management-led program to eliminate defects in industrial production, the concept enjoyed brief popularity in American industry from 1964 to the early 1970s. Quality expert Philip Crosby later incorporated it into his "Absolutes of Quality Management" and it enjoyed a renaissance in the American automobile industry—as a performance goal more than as a program—in the 1990s. 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). Definition "[...] Zero Defects is a management tool aimed at the reduction of defects through prevention. It is directed at motivating people to prevent mistakes by developing a constant, conscious desire to do their job right the first time." — James Halpin, Zero Defects: A New Dimension in Quality Assurance Zero Defects seeks to directly reverse the attitude that the number of mistakes a worker makes doesn't matter since inspectors will catch them before they reach the customer. This stands in contrast to activities that affect the worker directly, such as receiving a paycheck in the correct amount. 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." History The development of Zero Defects is attrubuted to Philip B. Crosby, a quality control department manager on the Pershing missile program at the Martin Company, though at least one contemporary reference credits a small, unnamed group of Martin employees. Zero Defects was not the first application of motivational techniques to production: during World War II, the War Department's "E for Excellence" program sought to boost production and minimize waste. The Cold War resulted in increased spending on the development of defense technology in the 1950s and 1960s. Because of the safety-critical nature of such technology, particularly weapons systems, the government and defense firms came to employ hundreds of thousands of people in inspection and monitoring of highly-complex products assembled from hundreds of thousands of individual parts. This activity routinely uncovered defects in design, manufacture, and assembly and resulted in an expensive, drawn out cycle of inspection, rework, reinspection, and