Armand V. Feigenbaum is a towering figure in the field of quality management. His groundbreaking work laid the foundation for what would become a global movement in improving organizational quality. Feigenbaum’s contributions are significant, particularly his introduction of Total Quality Control (TQC), which later evolved into the widely adopted concept of Total Quality Management (TQM).
Armand Vallin Feigenbaum was born on April 6, 1922, in New York City. From a young age, Feigenbaum exhibited a keen interest in engineering and systems thinking, which would later define his career. Growing up during a time of rapid industrial change, he was fascinated by how systems and processes could be optimized for better performance and efficiency. This early interest in systems and quality laid the groundwork for his future contributions to the field of quality management.
Feigenbaum pursued his academic aspirations at Union College in Schenectady, New York, where he earned a Bachelor’s degree in Industrial Engineering. His education at Union College provided him with a strong foundation in engineering principles and practices. During his time at Union College, he was known for his analytical thinking and ability to see the bigger picture in complex systems.
To further his expertise, Feigenbaum attended the prestigious Massachusetts Institute of Technology (MIT), where he earned both a Master’s degree and a Doctorate in Economics. His advanced studies at MIT allowed him to deepen his understanding of industrial processes, economics, and quality control. It was during this period that he began to develop his ideas on the interconnectedness of various organizational functions and their impact on quality.
Feigenbaum’s professional career began at General Electric (GE), one of the largest and most influential industrial companies of the time. At GE, he held various engineering and managerial positions, which provided him with hands-on experience in dealing with real-world quality issues. His experiences at GE were pivotal in shaping his ideas about quality control and management. He observed firsthand the challenges and inefficiencies that could arise in complex manufacturing processes and the importance of a comprehensive approach to quality.
During his tenure at GE, Feigenbaum developed his pioneering concepts of Total Quality Control (TQC), emphasizing a comprehensive approach to quality across the entire organization. He recognized that quality could not be confined to the production floor but had to be integrated into every aspect of the organization, from design and engineering to marketing and customer service. This holistic approach would later become a cornerstone of his contributions to quality management.
Feigenbaum introduced the concept of Total Quality Control in his seminal book, “Total Quality Control,” published in 1951. At the heart of TQC is the idea that quality is not the responsibility of a single department but a collective responsibility that permeates every level of an organization. Feigenbaum’s TQC philosophy includes several key principles:
Feigenbaum argued that quality should not be confined to the production floor but should encompass every aspect of the organization, from design and engineering to marketing and customer service. This holistic approach ensures that quality is built into the product from the very beginning. By involving all departments in quality initiatives, organizations can identify and address potential issues early in the process, leading to better products and services.
He emphasized that quality control should be a systemic effort, integrating all organizational functions and processes. This integration ensures that every department works towards common quality goals, creating a cohesive and efficient system. By viewing quality control as an interconnected system, organizations can streamline their operations and eliminate redundancies, resulting in improved overall performance.
Feigenbaum introduced the concept of the cost of quality, which includes prevention costs, appraisal costs, and failure costs. He argued that investing in quality control measures early on can significantly reduce the costs associated with defects and failures in the long run. By understanding and managing these costs, organizations can make informed decisions about where to allocate resources for the greatest impact on quality and profitability.
One of the key elements of TQC is the idea of continuous improvement. Feigenbaum believed that organizations should always strive to enhance their processes, products, and services through incremental improvements and innovations. This commitment to continuous improvement ensures that organizations remain competitive and can adapt to changing market conditions and customer expectations.
The principles of Total Quality Control laid the groundwork for what would later be known as Total Quality Management. TQM evolved from TQC as a broader management philosophy that encompasses all aspects of an organization’s operations. Feigenbaum’s influence on TQM is profound, and his ideas continue to resonate in modern quality management practices.
Total Quality Management expands upon the foundational concepts of TQC, incorporating additional elements that address the dynamic and complex nature of contemporary organizations. Key concepts of TQM include:
TQM places a strong emphasis on meeting and exceeding customer expectations. This customer-centric approach ensures that quality initiatives align with customer needs and preferences, ultimately enhancing customer satisfaction and loyalty. By focusing on the customer, organizations can develop products and services that truly meet market demands and build lasting relationships with their clients.
Effective leadership is crucial for the success of TQM. Leaders must demonstrate a commitment to quality and inspire a culture of excellence within the organization. This involves setting clear quality objectives, providing necessary resources, and fostering an environment that encourages employee participation in quality improvement efforts. Strong leadership ensures that quality is prioritized at every level of the organization and that all employees are aligned with the organization’s quality goals.
TQM recognizes that employees at all levels play a vital role in achieving quality objectives. Encouraging employee involvement and empowering them to take ownership of quality initiatives leads to greater accountability and innovation. Techniques such as quality circles and cross-functional teams are often used to facilitate employee participation. By leveraging the collective knowledge and skills of the workforce, organizations can drive continuous improvement and achieve higher levels of quality.
A process-oriented approach is central to TQM. Organizations are viewed as a series of interconnected processes, each contributing to the final product or service. By optimizing these processes and eliminating inefficiencies, organizations can achieve higher levels of quality and performance. This approach ensures that all processes are aligned with the organization’s overall quality objectives and that improvements in one area do not negatively impact others.
TQM involves a strategic and systematic approach to quality improvement. Organizations develop long-term quality plans that align with their overall business strategy, ensuring that quality initiatives contribute to achieving strategic objectives. By integrating quality into the strategic planning process, organizations can ensure that their quality efforts support their broader business goals and drive sustainable success.
Armand V. Feigenbaum’s contributions to quality management have had a lasting impact on industries worldwide. His concepts of Total Quality Control and Total Quality Management have become integral to modern quality practices, driving continuous improvement and operational excellence. Feigenbaum’s work has influenced generations of quality professionals and organizations, inspiring them to adopt a holistic and systematic approach to quality.
Feigenbaum passed away on November 13, 2014, but his legacy lives on through the enduring principles of TQC and TQM. His vision of a quality-centric organization continues to inspire businesses to strive for excellence in every aspect of their operations.
Armand V. Feigenbaum’s introduction of Total Quality Control and its evolution into Total Quality Management represent a paradigm shift in how organizations approach quality. His comprehensive and systemic view of quality control has transformed industries and set the standard for modern quality management practices. As organizations continue to navigate an increasingly competitive and complex business environment, Feigenbaum’s principles remain as relevant and vital as ever.
Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.
