IQCM ASSIGNMENT- 1

Quality GuruArmand 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)

Armand Feigenbaum
Armand Feigenbaum is credited with the creation of the idea of total quality control 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 International Academy for Quality, which brought together leaders of the European Organization for Quality, the Union of Japanese Scientists and Engineers and ASQ. 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's evaluation 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.

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 commercial success 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.

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.

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.

3. Were their writings designed to meet particular problems 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 also emphasized 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 two notable 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 of Feigenbaums cost of poor quality indicator as the business measurement standard to assess nonconformance to customer requirements.

4. How applicable are concepts to service industries such 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 proc ess 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.

5. Who IS the customer?

The last guru of quality is Armand V. Feigenbaum. According to his philosophy, total quality control is An effective system for integrating quality development, quality maintenance and quality improvement efforts of the various groups within an organization, so as to enable production and service at the most economical levels that allow full customer satisfaction. Where he also proposed three notable steps of quality, are as follows: Quality leadership, Modern quality technology, Organizational commitment What we're doing with total quality control in the General Systems Company at present, and the focus of the upcoming new edition of my total quality book, is what we call Total Quality 2000. The basic message of this is that quality today has become a central plank of business success, because a company's income comes not from Wall Street but from its customers, from satisfying its customers