Contributions to TQM

U.S. Quality Innovators & Main Years of their Work:

Walter Shewhart (1920s -1940s)

W. Edwards Deming (post WWII through 1980s)

Joseph M. Juran (consultant post WWII through 1980s)

Philip Crosby (1980s)

Armand Feigenbaum (1970s - 1980s)

Japanese Quality Innovators:

Innovators
Kaoru Ishikawa (post WWII - 1980s)

Genichi Taguchi (1960s - 1980s)

Shigeo Shingo (post WWII - 1980s)

 Feigenbaum
Juran

Ishikawa
Deming
• An American born in 1922

• Businessman and a Quality Control expert

• Masters and Ph.D. from Massachusetts Institute of Technology

.

• President and CEO of General Systems Company(GSC).

Feigenbaum’s career initiated his significant contributions to Total
Quality Management.

He began his career with General Electric in 1937 as apprentice

toolmaker and management intern.

While working for GE, he entered Union college NY to study

Engineering.

After graduation in 1942, he joined GE as a fulltime Design engineer.

Career from GE to GSC
Promoted as the Head of Quality Control in GE.

Completed Masters and Ph.D from MIT.

Completed the first edition of his book Total Quality Control while he
was a doctoral student at MIT

Promoted as Director of Manufacturing Operations and Quality

Control at General Electric Company

Executive champion for Quality at GE headquarters in NewYork.

Feigenbaum established General Systems Company (GSC)

President and CEO of General Systems Company Inc.

 Founded in 1968 by brothers

 Dr. Armand Feigenbaum

(originator of Total Quality Control)
 Dr.Donald S. Feigenbaum
(leader in systems management and systems engineering)

 Designs and installs proprietary quality management

operating systems
1. Originator of Total Quality Control

• Concept of Total Quality Control is today known

as Total Quality Management.

TQC = Increased Customer Confidence

2. Systematic or Total approach to quality

• Involvement of all functions in the quality process, not just

manufacturing
• Build in quality at an early stage, not inspecting and controlling
quality afterwards

3. Quality control as a business method

• Viewed as technical method till then.

• Administration and human relations play major role in quality

control activities
• Statistics or preventive maintenance, are only segments of a
quality control programme.
4. The concept of a "hidden" plant
• So much extra work is performed in correcting mistakes
- effectively a hidden plant within any factory
5. Accountability for quality
• Because quality is everybody's job, it may become
nobody's job
• Visibility at the highest levels of management.
• actively managed
6. The concept of quality cost
• reduced operating costs
• field service costs
• improved utilization of resources
Total Quality Control is an effective system for integrating

quality development,
quality maintenance,
quality improvement efforts

of the various groups in an organization

so as to enable production and service

at the most economical levels

which allow full customer satisfaction."

 Q
q

“Q”uality vs. “q”uality.

“Q” refers to luxurious quality

“q” refers to high quality, not necessarily luxury.

Regardless of organizational niche

“q” must be closely maintained and improved.

“q” means the best for the customer use and selling
price
 Quality is an expectation

 Not a desire
• The “C” or “control” in TQC represents a
4 step management tool:

– Setting quality standards

(cost quality, performance quality, safety quality, reliability quality)

– Appraising conformance to those standards

– Acting when standards are not met
(Correcting problems and their causes throughout the full range of activities)

– Planning for improvements in the standards

(continuous effort to improve)
Quality Control

QC is integration of
un- coordinated activities into a framework.

Framework should assign responsibility for customer-driven

quality efforts across all activities of the organization.
1. Q is a company-wide process
2. Q is what the customer says it is
3. Q and cost are a sum not a difference
4. Q Requires individual and teamwork
5. Q is a way of managing
6. Q and innovation are mutually dependent
7. Q is an ethic
8. Q Requires continuous improvement
9. Q Is the most cost-effective, least capital
intensive route to productivity
10. Q Is implemented with a total system
connected with customers and suppliers
 Quality increases profits.

 Properly carried out, TQC programs are highly cost

effective

 Quality result in improved levels of customer

satisfaction, reduced operating losses and field
service costs, and improved use of resources.

 Without quality, customers will not return.

 Without repeat business, no business will survive.

 TQC applies to all products and services – no person,
process, or department is exempt

 The greatest quality improvements are likely to come

from people improving the process, not through adding
machines
 Quality is a total life-cycle consideration.

 QC enters into all phases of a production process,

starting with customer specifications, through
design engineering and assembly, to shipment,
installation, and field service.
Benefits accruing from TQC programs tend to include

• improvement in product quality and design

• reduced operating costs and losses
• improved employee morale
• reduction of production line bottlenecks
Quality costs are a means for measuring and
optimizing TQC activities.

Operating costs are divided into four different

categories:
• prevention costs
• appraisal costs
• internal failure costs
• external failure costs
• The principle that quality is everybody’s job
must be clearly demonstrated.

• Every organizational component has a

quality-related responsibility.

• It must be explicit and visible.

• Organizations need quality facilitators

• To disseminate information, provide training

• Not quality police

• TQC is not a temporary quality improvement
plan, it is guiding an ongoing practice and
philosophy.

• Statistical methods should be used whenever

and wherever they are useful

• They are only one part of TQC and are not TQC
itself.
Quality should be an “upstream and everywhere in the

stream” concept and practice, not merely “downstream”

as has too often been the case.

•Quality leadership
•Modern quality technology
•Commitment of the organization
•Hothouse quality
•Wishful thinking
•Producing overseas
•Confining quality to the factory
Feigenbaum’s seved as the president of American Society for
Quality(ASQ) from 1961-1963.
He is the co-founder of International Academy for Quality with Kaoru
Ishikawa of Japan and Walter Masing of Germany.
First recipient of ASQ's Lancaster Award
ASQ Edwards Medal in recognition of "his origination and
implementation of basic foundations for modern quality control“ in 1965
Member of the Advisory Group of the U.S. Army
Famous Books by Feigenbaum:
en.wikipedia.org/wiki/Armand_V._Feigenbaum
asq.org/about-asq/who-we-are/bio_feigen.html

Feigenbaum, Armand Vallin (1961), Total Quality Control,

Feigenbaum's Enduring Influence Watson, Gregory