FEIGENBAUM

Who
Dr. Armand V. Feigenbaum, was General Electric (GE) Quality Control
engineer back then. He is known as the developer of Total Quality
Control concept. He was inspired by Demings speech to the Japanese
which revolutionized their perspective on quality and using quality as a
significant aspect to achieve success.
Later on, Feigenbaum proposed the theory of Total Quality Control in
his first book on Total Quality Control (TQC) when he was a doctoral
student at the Massachusetts Institute of Technology in Boston by 1950.
Ideas
Definition of QC
Quality control is an effective system for coordinating the quality
maintenance and quality improvement efforts of the various groups in an
organization so as to enable production at the most economical levels
which allow for full customer satisfaction.
TQC today A best Practice
Feigenbaums book Total Quality Control presents 10 attributes that are
still critical today.
1. Quality control must be a company-wide process.
Quality control is managements responsibility. Management should
understand the aspects that control quality, namely humans.
Therefore, management needs to work on improving employee
consistency and quality.
2. Quality is defined by the customer.
Company should focused on the buyers perspective of quality.
3. Quality and cost is a sum, not a difference.
4. Quality requires both individual and team enthusiasm.
Accountability for quality, because quality is everybodys job. It may
became nobodys job without proper individual and team work.
5. Quality is a way of managing.
Quality is in its essence a way of managing the organization. Like
finance and marketing, quality has now become an essential
element of modern management.
6. Quality and innovation are interdependent.
7. Quality is an ethic.
8. Enhanced quality demands continuous improvement.
He believed that the success of a quality control program depends
on its ability to encompass more employees as it progresses.
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.
Quality must encompass all the phases in the manufacturing of a
product until after-sales service
Misconception in quality control
According to Feigenbaum, many organizations commit mistakes of
viewing statistical tools as a means to control quality. However, he
suggested that statistical tools make up only a small percentage of the
quality control program. He think that basically, statistical tools and
techniques are a subset of the main quality control system.
Hidden plant
Feigenbaum is also known for his concept of the hidden plant. It is
the idea that so much extra work is performed in correcting mistakes.
Therefore in every factory, a certain proportion (up to 40%) of its capacity
is wasted through not getting it right first time.
3 steps for Quality Improvement
1) Quality leadership
Management should take the lead in enforcing Quality Control.
2) Quality technology
The traditional quality programs should be replaced by the latest
quality technology to ensure the customer satisfaction in the future.
3) Organizational commitment
Motivation and continuous training of the workforce about quality,
showed how well the organizations concern toward the
improvement of the quality.
Modern quality control
Feigenbaums idea of modern quality control was more managementbased. He recommends:
Increasing operator efficiency by educating them on
Aiming to increase quality awareness throughout the organization.
Involving the entire organization in each and every quality initiative
undertaken.
Quality control must not be viewed as a cost reduction tool but as
an administrative effort to enhance product quality and encourage
employee participations in problem solving.

KAORU ISHIKAWA
Who
Ishikawa was born in Tokyo in 1915. He earned his degree in
engineering from the University of Tokyo. In 1949, Ishikawa joined JUSE,
also known as the Japanese Union of Scientists and Engineers, which is a
quality control research group.
At that time, Japans industrial industry was still known for making
cheap products with very poor quality. His goal was to turn around Japans
declining production by develop the Deming and Jurans idea to make
their philosophys applicable specifically for the Japanese.
A concept that is well-known called one-step further was
developed by Ishikawa. He urged managers to resist becoming content
with merely improving a product's quality, insisting that quality
improvement can always go one step further.
Ideas
Quality definition
Quality is the development, design, production and service of a
product that is most economical, most useful, and always satisfactory to
the customer.
Company-wide quality control
This idea was based on continuous customer service mentality. He
think that quality control extends beyond the product and encompasses
after-sales service, quality of management, quality of individuals and the
company itself.
Enhancing Demings PDCA
Ishikawa expanded Deming's four steps into the following six:
1. Determine goals and
targets.
2. Determine methods
of reaching goals.
3. Engage in education
and training.
4. Implement work.
5. Check the effects of
implementation.
6. Take appropriate
action.

Quality circle
Quality circles are groups of volunteered employees from the same
work area who meet together to discuss workplace improvement. It is
believed as a method not only to improve quality, but also motivate and
enrich the work of fellow employees. Here are the steps:
1) Analyzing the context of a problem and its situation
2) Define exactly what the problem is and the relationship between its
component parts
3) Identify and verify that the causes are indeed causes, ensuring that
solutions address the real problem
4) Define, quantify and measure the impact of a given problem
5) Understand the quality objectives
6) Create a solution to a given problem.
Fishbone diagram
The most impressive and widely used quality principle of Ishikawas
is the Fishbone diagram. Commonly known as the cause and effect
diagram, the fishbone diagram, and lastly the Ishikawa diagram.
Initial purpose
: to explain to a group of engineers at Kawasaki
Steel Works how various manufacturing factors could be
sorted and interrelated
Purpose
: to graphically represent the relationship between a
problem and its potential causes.
By pinpointing root problems, this diagram provides quality
improvement from the "bottom up. It is best constructed when put
together by a group that is most knowledgeable about the process of the
product from beginning to end.
Ishikawa also showed the importance of the seven quality tools
which included, control chart, scatter diagrams, check sheets, histograms,
scatter diagram, Pareto chart, flowcharts and cause and effect (fishbone)
diagrams.
Summary:
1. Quality begins and ends with education
2. The first step in quality is to know the requirements of the customer
3. The ideal state of quality control is when quality inspection is no
longer necessary
4. Remove the root cause, not symptoms
5. Quality control is the responsibility of all workers and all divisions
6. Do not confuse means with objectives
7. Put quality first and set your sights on long term objectives
8. Marketing is the entrance and exit of quality

9. Top management must not show anger when facts are presented to
subordinates
10.
95% of the problem in a company can be solved by the seven
tools of quality
11.
Data without dispersion information are false data

GENICHI TAGUCHI
Ideas
Taguchi provided important techniques for improving a process at
every stage, from design to production, and for keeping the improved
processes under control.
Taguchi method
The basis of his approach to total quality control and assurance
within product's life cycle, rather than the more traditional approach of
achieving quality through inspection.
Taguchi developed methods for both online (process) and offline (design)
quality control.
Quality loss function
He developed this concept as soon as there is a deviation away from
the target value. He defined quality loss as the loss imparted to society
from the time the product is shipped.
A loss function curve can be calibrated by using information from the
customer. Taguchi associates a simple, quadratic loss function with
deviations from the target. Thus:

The smaller the performance variation, the better the quality

of the product.
The larger the deviation from the target value, the larger the
Signal to noise ratio for ROBUST quality of design
One of Taguchi's most innovative ideas was to utilize a measure
which was then used by communications engineers to find the strength of
an electrical signal. Taguchi applied this measure to everyday products,
and used it as a measure to choose control levels that could best cope
with changes in operating and environmental conditions, or noise.
Taguchi was able to develop the concept of robustness, which
enables a product to be designed to be less affected by noise. Given
normal variations in process operations, the product in question would be
less likely to fail acceptable quality criteria.
Product design improvement

Taguchi set out three steps that must be followed during the product
design and production engineering phases.
1) System design: This may involve the development of a prototype
design and determine the materials, parts, and assembly system to
be used. The manufacturing process has also to be considered.
2) Parameter design: Taguchi process and design improvements are
gained by identifying easily controllable factors and minimize
performance variation. Taguchi found that if controllable factors
were set at optimal levels, the product would be robust to external
changes.
3) Tolerance design: If parameter design failed, Taguchi suggested
using tolerance design to identify the most crucial noise factors.
Tolerances could be reassigned so that the overall variability was
reduced to acceptable levels.
Invest last not first
Taguchi placed much emphasis on initially optimizing the product
and process to engineer product quality (parameter design) into the
system. Using low cost materials and components was a vital feature of
this, and money was spent on higher cost items only when necessary
(tolerance design).

REFERENCES
ASQ: About: A. V. Feigenbaum. 2016. ASQ: About: A. V. Feigenbaum.
[ONLINE] Available at:http://asq.org/about-asq/who-weare/bio_feigen.html. [Accessed 10 September 2016].
Dr. Armand V. Feigenbaum | The Feigenbaum Foundation. 2016. Dr.
Armand V. Feigenbaum | The Feigenbaum Foundation. [ONLINE] Available
at: http://www.feigenbaumfoundation.org/about/dr-armand-v-feigenbaum/.
[Accessed 10 September 2016].
Management and business studies portal. 2014. Genichi Taguchi: Quality
Engineering Thinker. [ONLINE] Available
at: https://mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/tag
uchi.aspx. [Accessed 10 September 2016].
Quality Gurus. 2016. Armand V. Feigenbaum | Quality Gurus. [ONLINE]
Available at:http://www.qualitygurus.com/gurus/list-of-gurus/armand-vfeigenbaum/. [Accessed 10 September 2016].
Six sigma study guide. 2013. Kaoru ishikawa. [ONLINE] Available
at:http://sixsigmastudyguide.com/ishikawa/. [Accessed 10 September
2016].

Skymark. 2014. Kaoru Ishikawa: One Step Further. [ONLINE] Available

at:http://www.skymark.com/resources/leaders/ishikawa.asp. [Accessed 10
September 2016].