1. Armand V. Feigenbaum

2. HISTORY OF ARMAND V.FEIGENBAUM

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.
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.
His contributions to the quality body of knowledge include:
1. 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.
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. CONTRIBUTION

9. His contributions to the quality body of knowledge
Total quality control
Hidden plant
Accountability for quality
2017/4/27

10. CONCEPT OF TOTAL QUALITY CONTROL

11. Total Quality Control An effective system for
Integrating the 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.

12. Up to 40% of the capacity of the plant being wasted.
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

13. Quality Costs Enable a totally customer focus
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

14. 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

15. ARMAND V. FEIGENBAUM APPROACH

16. Approach
Created the concept of total quality control and quality costs along with many other quality approaches.
Feigenbaum’s books, articles, and speeches have played a key role in the development and application of quality principles.
Form his own company and provide services in quality management and strategic planning to worldwide clients.

17. Advantages of quality approach

18. He believed that quality control must not be viewed as a cost reduction tool but as an
Administrative effort to:
Provide a channel for knowledge integration and communication, thus enhancing product quality.
Encourage employee participation in organizational quality control initiatives.
Grow constantly, not abruptly.

19. Increasing operator efficiency by educating them on quality in order to enhance overall quality.
Aiming to increase quality awareness throughout the organization.
Involving the entire organization in each and every quality initiative undertaken

20. The success of TQC includes these principles:
1. Quality control must be a company-wide process.
2. Quality is defined by the customer.
3. Quality and cost is a sum, not a difference.
4. Quality requires both individual and team enthusiasm.
5. Quality is a way of managing.

21. 6. Quality and innovation are interdependent. 7. Quality is an ethic. 8. Enhanced quality demands continuous improvement 9. Quality is the most cost-effective and least capital-intensive route to productivity. 10. Quality is implemented with a total system connected with customers and suppliers.

22. THE EXAMPLE OF TOTAL QUALITY MANAGEMENT IN REAL INDUSTRY .

23. Award in the Quality management : Deming Application Prize in 1965
Toyota Motors is the tenth most important company in the world according to Fortune Global 500 and one of the only companies on the list to directly address TQM.
Award in the Quality management :
Deming Application Prize in 1965
Japan Quality Control Award in 1970.

24. Total Quality Management (TQM) in TOYOTA.
Based on the concept " customer first ".
Based on Kaizen meaning is continuous improvement.
" total participation " mean the involvement and input in all employees .
TOYOTA has conducted TQM based on the principle of :

25. The benefit of Total Quality Management (TQM) in automobile industry .
Increased revenues and market quota obtained through flexibility.
Increased effectiveness regarding the use of the organization resources in order to increase clients’ satisfaction.
Communicating these needs and expectations within the organization
Measuring clients’ satisfaction and acting according to the obtained results
The systematic management of the relation with the clients

26. References
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