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IQCM

ASSIGNMENT- 1

Quality Guru-

Armand Feigenbaum

Submitted By:

Group No. 13

Ankit Shukla (12609112)

Anurag Yadav (12609073)

Gaurav Kandwal (12609108)

Karan Kakkar (12609024)

Akshat Singh Parihar (12609025)

Shyam Sharma (12609010)

Prateek Bansal (12609126)

Kunal Singh (12609191)

Mayank Soni (12609165)

Nitin Sharma (12609199)

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Armand Feigenbaum

Armand Feigenbaum is credited with the creation of the idea of total qualitycontrol in his 1951 book, Quality Control--Principles, Practice, and

Administration and in his 1956 article, "Total Quality Control." The Japanese

adopted this concept and renamed it Company-Wide Quality Control, while it

has evolved into Total Quality Management (TQM) in the U.S.

While still a student at MIT Sloan, he published his first book on quality. His

seminal book, "Total Quality Control," which appeared in 1951, remains the

bible of quality. Feigenbaum also is a pioneer in quality cost management, and

ASQ notes his book "was the first text to characterize quality costs as the costs

of prevention, appraisal and internal and external failure."

Feigenbaum is the founder and president of General System Co., an

international engineering company that designs and implements total quality

systems. He was the founding chairman of the board of the InternationalAcademy for Quality, which brought together leaders of the European

Organization for Quality, the Union of Japanese Scientists and Engineers andASQ. He also received the National Security Industrial Association Award of

Merit for leadership in defense of the nation. He has been a member of the U.S.

Army's advisory group, general chairman of the Army Materiel Command'sevaluation of quality assurance activities and a consultant with the Industrial

College of the Armed Forces.

He has written five books, including the most recent, "The Power of

Management Capital." In 2009, he accepted ASQ's Technology and

Innovation award.

He stresses that quality does not mean best but best for the customer use and

selling price. The word control in quality control represents a management tool

with 4 steps:

Setting quality standards Appraising conformance to these standards Acting when standards are exceeded Planning for improvements in the standards.

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Evaluation

1.What Remains of enduring value?

Feigenbaum was one of the first engineers to learn how to speak the language of

management by using financial performance as an indicator of poor quality.

Over the years he has refined his business theories to demonstrate the economic

relationships whereby quality drives commercial performance. Hes study of the

macroeconomic impact of quality improvement has demonstrated a lag between

the initiation of total quality improvement programs within a nations leading

companies and the observed economic effects throughout general business. For

example, quality was introduced in Japan in the 1950s, but its economy didnt

flower until the 1970s. Similarly, the United States began using quality in the

early 1980s but didnt see economic success until the 1990s. The commercialsuccess of Feigenbaums total quality control concept is undisputable when

faced with its wide number of proponents throughout the global business

community. Total quality control, known today as total quality management

(TQM), is one of the foundations of modern management and has been widely

accepted as a viable operating philosophy in all economic sectors. The

pragmatic, economic basis established for defining total quality and the

integration of previous concepts and methods of quality control into a

systematic discipline are what have made Feigenbaums work so significant.

Commercial success for many industries has resulted from the system of

thinking Feigenbaum first introduced in the 1950s and enhanced over the years.

He is recognized as one of the most significant thought leaders in this second

generation of the science of management. TQM, coupled with a commercially

viable product or service, has been proven an important ingredient in

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commercial success and may be compared to some of the more significant

scientific breakthroughs in the discovery of the structure of the physical world.3

A fundamental ingredient in the recipe for commercial success, TQM is

necessary to ensure sustainable profitability and an enduring place in the

market. More Than a Method TQM is more than a quality method; it combines

management methods and economic theory with organizational principles to

institute a sound business improvement doctrine that results in commercial

leadership. It is a way of emphasizing that quality, as defined by the customer,

results from the integration of multiple cross functional workflows throughout

an organization. The essential ideology of Feigenbaums systematic approach is

Summed up in the following tenets:

Quality is an organization wide process.

Quality is what the customer says it is.

Quality and cost are a sum, not a difference.

Quality requires both individual and teamwork zealotry.

Quality is a way of managing.

Quality and innovation are mutually dependent.

Quality is an ethic.

Quality requires continuous improvement.

Quality is the most cost effective, least capital intensive route to productivity.

Quality is implemented as a total system connected to both customers and

suppliers.

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The very familiarity of these tenets is a tribute to the success and acceptance of

Feigenbaums total quality work. His contributions represent some of the

genetic code of todays management practices. He wove the following

principles of managerial economics and process thinking into his approach to

business leadership:

The customer-to-customer analysis of business processes.

Integrated measurement of business processes.

Analysis and improvement of major business processes to stimulate

commercial success.

Cost based analysis methods to identify process performance improvement

opportunities.

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2.Are they culturally specific?A.Feigenbaums doctrines are basically on the importance of organization and

its management. Deeply into the fundamental concepts of an organization and

everyone in an organization, from top level managers to production line

workers, they all must involve personally. In line with human & cultural

explanation, a framework for TQM has to be process- oriented.

A.feigenbaum thinks of helping society, a manifestation of Japanese cultural

habits that reflect the inclination towards uniformity, harmony, predictability &

pleasing the customer. It is Feigenbaums belief that quality as a discipline will

become ubiquitous throughout business and industry and will be an expected

area of knowledge for exceptional managers. The need for a strong foundation

of people who are skilled in the quality sciences will not decrease, and quality

professionals will not become obsolete. Feigenbaum is not a pacifist; he is an

activist. He focused on nurturing Quality because Quality is based on

technology, and continuous innovation is a critical requirement for progress that

assures sustainable competitive advantage. Quality professionals do not rest on

their laurels, and neither does Feigenbaum, who continues to be a role model in

his energetic pursuit of quality.

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3.Were their writings designed to meet particularproblems in a historical time scale?

Feigenbaum was the first to define a systems engineering approach to quality

when other early practitioners of quality focused on inspection and statistical

sampling theory or the use of statistics for process control,

Prior to his work, there were two dominant quality schools of thought:

1. During the first half of the last century, Walter Shewhart, Ellis Ott,Harold Dodge, Harry Romig, Eugene Grant and W. Edwards Deming

focused on statistical methods for delivering high quality products

through acceptance testing and statistical process control.

2. In the early 1950s, Deming, Joseph M. Juranand Peter F. Drucker alsoemphasized management based systems to improve manufacturing

performance and business practices. At about this time, Feigenbaum

advanced technology management by defining a new approach to quality

based on economics, industrial engineeringincluding an emerging

engineering discipline called systems theoryand management science,

combined with the existing statistical and management methods.

3. Over the next 30 years, most of the quality related books, with twonotable exceptions, were reflections on the work of these men. The two

exceptions are Quality Is Free by Philip B. Crosby and Out of the Crisis

by Deming.

4. Crosby encouraged the pursuit of zero defects and application ofFeigenbaums cost of poor quality indicator as the business measurement

standard to assess nonconformance to customer requirements.

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4.How applicable are concepts to service industriessuch as education, health, social services?

The product of education is an area of difficulty. There are a number of different

candidates for it. The pupil or the student is often spoken about as if they fulfill

that role. In education we often talk as though learners are the output, especially

with reference to the institutions perceived performance over discipline and

behavior. Terms like the supply of graduates make education sound like a

production line with students emerging from the end of it. The problem with

this definition is that it is difficult faculty to square it with much educational

practice. For a product to be the subject of a quality assurance process the

producer needs firstly to specify and control the source of supply.

Secondly, the raw material must pass through a standard process or set of

processes, and the output must meet predetermined and defined specifications.

Such a model does not easily fit education, although there are those who might

wish it would. Such a model would clearly require an initial selection of

learners to be made. Some sectors of education do this, but many, following the

comprehensive principle of open access, do not. However, it is from there on

that the analogy begins to fall apart. While processes such as the national

curriculum and the specification of standards and co impotencies in National

Vocational Qualifications (NVQs) in the UK have improved the standardization

of the process, nevertheless the process of education is anything but uniform. It

is impossible to produce pupils and students to any particular guaranteed

standard.

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