Armand V. Feigenbaum

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One of the Quality Gurus

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Armand V. Feigenbaum

  1. 1. Armand V. Feigenbaum By: Ankita Sharma Chirag Toshniwal Deepjyoti Chakraborty Deepti Rani Jai Prakash Gupta
  2. 2. Biography  Born on 6th of April1922  American quality control expert and businessman  Devised the concept of Total Quality Control, later known as Total Quality Management(TQM)  Received a bachelor's degree from Union College  Master's degree from the MIT Sloan School of Management  Ph.D. in Economics from MIT  Director of Manufacturing Operations at General Electric (1958–1968)  Later the President and CEO of General Systems Company of Pittsfield, Massachusetts, an engineering firm that designs and installs operational systems  Wrote several books and served as President of the American Society for Quality (1961–1963)  Died at the age of 92 on November 13, 2014
  3. 3. Memberships  Fellow of the American Association for the Advancement of Science, a life member of the Institute of Electrical and Electronics Engineers, and a life member of the American Society of Mechanical Engineers.  Founding chairman of the board of the International Academy for Quality, which brought together leaders of the European Organization for Quality, the Union of Japanese Scientists and Engineers, and ASQ  The first recipient of ASQ's Lancaster Award, which was established to recognize exceptional leadership on the international scene in promoting quality
  4. 4. Contribution to Quality Management  Total Quality Control, first published in 1951 under the title Quality Control: Principles, Practice, and Administration contained Feigenbaum's ideas  His contributions to the quality body of knowledge include: 1. Total quality control is an effective system for integrating the quality development, quality maintenance, and 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. 2. The concept of a "hidden" plant—the idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory. 3. Accountability for quality: Because quality is everybody's job, it may become nobody's job—the idea that quality must be actively managed and have visibility at the highest levels of management.
  5. 5. Quality Cost  The concept of quality costs - In process improvement efforts, quality costs or cost of quality is a means to quantify the total cost of quality-related efforts and deficiencies. It was first described by Armand V. Feigenbaum in a 1956 Harvard Business Review article Cost Area Description Examples Costs of control (Costs of conformance) Prevention costs Arise from efforts to keep defects from occurring at all • Quality planning • Statistical process control • Investment in quality-related information systems • Quality training and workforce development • Product-design verification • Systems development and management
  6. 6. Quality Cost Cost Area Description Examples Costs of control (Costs of conformance) Appraisal costs Arise from detecting defects via inspection, test, audit • Test and inspection of purchased materials • Acceptance testing • Inspection • Testing • Checking labor • Setup for test or inspection • Test and inspection equipment • Quality audits • Field testing Costs of failure of control (Costs of non-conformance) Internal failure costs Arise from defects caught internally and dealt with by discarding or repairing the defective items • Scrap • Rework • Material procurement costs External failure costs Arise from defects that actually reach customers • Complaints in warranty • Complaints out of warranty • Product service • Product liability • Product recall • Loss of reputation
  7. 7. Central theme of quality improvement  Larger investments in prevention drive even larger savings in quality-related failures and appraisal efforts  Feigenbaum's categorization allows the organization to verify this for itself  When confronted with mounting numbers of defects, organizations typically react by throwing more and more people into inspection roles  But inspection is never completely effective, so appraisal costs stay high as long as the failure costs stay high  The only way out of the predicament is to establish the "right" amount of prevention
  8. 8. Elements of total quality to enable a totally customer focus (internal and external)  Quality is the customers perception of what quality is, not what a company thinks it is  Quality and cost are the same not different  Quality is an individual and team commitment  Quality and innovation are interrelated and mutually beneficial  Managing Quality is managing the business  Quality is a principal  Quality is not a temporary or quick fix but a continuous process of improvement  Productivity gained by cost effective demonstrably beneficial Quality investment  Implement Quality by encompassing suppliers and customers in the system
  9. 9. Awards and Honours  First recipient of ASQ's Lancaster Award  ASQ 1965 Edwards Medal in recognition of "his origination and implementation of basic foundations for modern quality control"  National Security Industrial Association Award of Merit  Member of the Advisory Group of the U.S. Army  Chairman of a system-wide evaluation of quality assurance activities of the Army Materiel Command  Consultant with the Industrial College of the Armed Forces  Union College Founders Medal  Fellow of the American Association for the Advancement of Science  Life member of the Institute of Electrical and Electronics Engineers  Life member of the American Society of Mechanical Engineers  Life member of Plymouth Society of Marine Biology
  10. 10. THANK YOU

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