3. 1922- Armand Feigenbaum was born in 6 April 1922.
1937- He is a General Electric (GE) as an apprentice
toolmaker and management intern with the turbine, engine
and transformer group.
1938- He entered Union College in Schenectady, NY to
study engineering while continuing his work at GE. His
coursework focused on mathematics, statistics, engineering
and economics.
1942-1943- When he graduated , he joined GE as a full-
time design engineer. Later in 1943, he was named manager
of quality control for the Schenectady Works plant in New
York at 23 years old. He went on to graduate school at the
Massachusetts Institute of Technology (MIT) and was later
promoted to GE’s corporate headquarters in New York City
to serve as the executive champion for quality.
4. 1951- Feigenbaum's ideas are contained in his now famous
book Total Quality Control, first published in 1951 under
the title Quality Control: Principles, Practice, and
Administration, and based on his earlier articles and
program installations in the field. The book has been
translated into more than a score of languages, including
Japanese, Chinese, French, and Spanish.
1961-1963 - His contributions to the quality body of
knowledge include:
Total quality control
The concept of a "hidden" plant
Accountability for quality
5. 1968- After years of working for GE Feigenbaum
established General Systems Co. (GSC) to further
research technology management (Watson). GSC is an
engineering firm that designs and installs operational
systems for corporations in the U.S., Europe, the Far
East, and Latin America.
1988- appointed by the Secretary of Commerce in
Washington, D.C. to the first Board of Overseers of
the Malcolm Baldrige National Quality Award
Program.
1992- elected to the National Academy of Engineering
of the United States.
6. 1993- Fellow of the World Academy of Productivity
Science, and awarded the Distinguished Leadership
Award by the Quality & Productivity Management
Association
1996- he was the first recipient of the
Ishikawa/Harrington Medal by the Asia-Pacific
Quality Organization for “outstanding leadership in
management excellence in the Asia-Pacific region.”
7. 1997- the Quebec Society for Quality established the
Feigenbaum Medal, which recognizes leadership as a
source of quality progress in Quebec society.
1998- designated Honorary Member of FUNDECE
(Fundacion Empresaria Para La Calidad y La
Excelencia) and the American Society for Quality
established the Feigenbaum Medal to be granted
annually for excellence in performance.
2006- awarded the Six Sigma Grand Master Medal by
the Walter L. Hurd Foundation.
8. Hiscontributionsto thequality body of
knowledge
Total quality control
Hidden plant
Accountability for quality
The concept of Quality Cost.
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9. Total Quality Control
Armand V. Feigenbaum defined
Total Quality Control as:
“ 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.”
9
10. Quality Control- As a
concept
Quality control is management’s responsibility.
Management should thoroughly understand
the aspects that control quality, namely
humans.
Therefore, management needs to work on
improving employee consistency and quality.
According to Feigenbaum, statistical tools
make up a very small percentage of the
quality control program.
11. According to Feigenbaum, quality did not
mean giving the best product to the
customer.
More important as a tool was control, which
focuses on the following:
1. Devising clear and achievable quality
standards
2. Enhancing existing working conditions to
reach the desired quality standards.
3. Setting new quality standards with an
aim to further improve.
12. Quality- Holistic Approach
According to him, quality must encompass all the
phases in the manufacturing of a product. This
includes design, manufacturing, quality checks,
sales, after-sales services, and customer satisfaction
when the product is delivered to the customer.
Given that these factors control the perception of
quality, he proposed controls to control the above-
mentioned phases.
New-design control
Incoming material control
Product control
Special process studies.
13. Feigenbaum’s 3 Step Process
Quality Leadership-motivating force for
quality improvement
Quality Technology -statistics and
machinery used to improve technology
Organizational Commitment -includes
everyone in the quality struggle
14. Feigenbaum’s Ten Benchmarks
of Total Quality Control
Quality is a company wide process
Quality is what customer says it is
Quality and costs are a sum not a difference
Quality requires both individual and teamwork
Quality is a way of managing
Quality and innovation are mutually dependant
Quality is an ethic
Quality requires continuous improvement
Quality is most cost-effective
Quality is implemented with a total system connected with
costumers and suppliers.
15. Feigenbaum’s 4 Deadly Sins
Hot House Quality
Quality programs that receive a lot of hoopla and
no follow-through
Wishful Thinking-Those who would pursue
protectionism to keep American firms from having
to compete on quality
Producing Overseas
Confining Quality to the Factory-
When quality is viewed as a shop-floor concern,
verses the responsibility of everyone
16. Feigenbaum’s 19 Steps
Total quality control is defined as a system
for improvement.
Big Q quality (company-wide commitment to TQC)
is more important than little q quality (improvements
on the production line)
Control is a management tool with four steps
Quality control requires integration of
uncoordinated activities
Quality increases profits
Quality is expected, not desired
Humans affect quality
18. Continued..
Organize for quality control
Managers are quality facilitators, not quality cops
Strive for continuous commitment
Use statistical tools
Automation is not a panacea
Control quality at the source.
19. Hidden Plant
Every factory a certain
proportion of its
capacity is wasted
through not getting it
right first time
Up to 40% of the
capacity of the plant
being wasted.
Even today some
managers are still to
learn that this is a figure
not too far removed
from the truth
20. “Quality does not travel under a
single passport.”
“Murphy's Law, internationalized, says that if
you can get foreign competition, you will.”
“Even if you don't have any foreign competition
or don't have any interest in export today, you
need to quickly develop and offer your products
and services as if you were getting some.”
“We will be facing many new Japans.”
“Quality is what Customer says it is”
23. Accountability for quality
“ Quality is everybody’s job”
This concept is intended to be about establishing
accountability for quality.
Because quality is everybody’s job, it may become
nobody’s job.
The idea is that quality must be actively managed and
have visibility at the highest levels of management.
24. Concept of Quality cost
It’s a term that’s widely used – and widely
misunderstood.
The “cost of quality” isn’t the price of creating a quality
product or service. It’s the cost of NOT creating a
quality product or service.
Every time work is redone, the cost of quality increases.
25. Obvious examples include:
-reworking of a manufactured item.
-retesting of an assembly
-rebuilding of a tool
-correction of a bank statement
-The reworking of a service, such as the
reprocessing of a loan operation or the
replacement of a food order in a restaurant
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26. Three different views held by the management
professionals about Cost of Quality
Higher quality means higher cost
The cost of improving quality is less than the
resultant savings
Quality costs are those incurred in excess of
those that would have been incurred if
product were built or service performed
exactly right the first time
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27. Categorization of Quality
Costs
The cost of quality is generally classified into four
categories:
1. External Failure Cost
2. Internal Failure Cost
3. Inspection (appraisal) Cost
4. Prevention Cost
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28. 1. External Failure Cost: Cost associated with
defects found after the customer receives the
product or service. Example: Processing
customer complaints, customer returns,
warranty claims, product recalls.
2. Internal Failure Cost: Cost associated with
defects found before the customer receives
the product or service. Example: Scrap,
rework, re-inspection, re-testing, material
review, material downgrades
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29. 3. Inspection (appraisal) Cost: Cost incurred to
determine the degree of conformance to quality
requirements (measuring, evaluating or auditing).
Example: Inspection, testing, process or service
audits, calibration of measuring and test equipment.
4. Prevention Cost: Cost incurred to prevent (keep
failure and appraisal cost to a minimum) poor
quality. Example: New product review, quality
planning, supplier surveys, process reviews, quality
improvement teams, education and training.
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30. Awards and Recognisation
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
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31. 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
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32. Dr.Feigenbaum is a member of many
professional societies. He is a Life Member
ofboth the American Society of Mechanical
Engineers and the Institute ofElectrical and
Electronic Engineers.
He is Honor Advisor to China’s Associationfor
Quality, and Honorary Member of the Argentine
Institute for Quality.
He is a member of the National Society of
Professional Engineers, the AmericanEconomics
Association, the Institute of Mathematical
Statistics, the Academy ofPolitical and Social
Sciences, and the Industrial Relations
ResearchAssociation
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33. He is a Fellow of both the American Association for
theAdvancement of Science and the American
Society for Quality. He has for manyyears been a
registered professional engineer and active in
engineeringaffairs.
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34. Bibliography
Feigenbaum, A V (1945), Quality control: principles,
practice and administration; an industrial
management tool for improving product quality and
design and for reducing operating costs and losses
Feigenbaum, Armand Vallin (1961), Total Quality
Control
Feigenbaum, A V; Feigenbaum, Donald S (2003),
The power of management capital : utilizing the new drivers o
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35. Feigenbaum, A V; Feigenbaum, Donald S (2009),
The power of management innovation : 24 keys for sustaining
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