Armand Vallin Feigenbaum, an accomplished American entrepreneur and quality control specialist, contributed significantly to the field of business management. Born in New York, Feigenbaum pursued his passion for engineering at Union College, acquiring a valuable Engineering degree. Realizing the importance of expanding his knowledge, he furthered his education by obtaining a Ph.D. in Economics from the prestigious Massachusetts Institute of Technology. In 1944, Feigenbaum seized an exciting opportunity to serve as the manager of manufacturing operations and quality control at General Electric in Schenectady, New York. This coveted position became an integral part of his career for an impressive decade, during which he displayed unmatched expertise and leadership skills.
While employed at General Electric, the individual focused on creating their most significant contribution called “Total Quality Control.” This revolutionary concept emphasizes the integration of Quality among all employees within the company. It emphasizes that each worker bears responsibility for maintaining high standards. Due to their exceptional performance, they were promoted to the executive position overseeing General Electric’s global industrial operations.
In 1968, this person with an impressive resume took the bold step of establishing General Systems in Pittsfield, Massachusetts. Throughout his tenure as the company’s president until his passing, he passionately advocated for quality control in the United States. One notable concept he introduced was “Total Quality Control,” which later evolved into Total Quality Management. His contribution was instrumental in revolutionizing the competitive landscape, not only domestically but also internationally, leaving a lasting impact on both his home country and Japan.
The International Quality Academy (IAQ) recognized his exemplary achievements and bestowed upon him the esteemed title of Honorary Member. Feigenbaum strongly advocated for prioritizing customer satisfaction and meeting their expectations as the key components of delivering quality. He explored various angles and viewpoints to comprehensively comprehend the concept of quality. Quality, in essence, is ever-evolving, just like the desires of the customers. Although some experts challenged Feigenbaum’s assertions, questioning their consistency, others argued that translating customer expectations into tangible product or service features was impractical.
Feigenbaum’s groundbreaking work, “Total Quality Control,” provides an insightful exploration of the key elements and challenges associated with implementing a modern, quality-centric approach within an organization. Praised for its meticulous structure, comprehensive coverage, and succinctness, this book has earned high acclaim among business administration students and professionals alike. Feigenbaum emphasizes that quality is not solely the responsibility of the production department, but rather, it is a collective effort that involves every individual and department within the company. This holistic approach, known as the “Stages of Quality,” underscores the importance of fostering a quality-driven culture across the entire organization.
While the entrepreneur recognizes the significance of incorporating individual strategies into a control plan, Feigenbaum emphasizes that attaining quality involves more than just being the best. It entails delivering exceptional service and value to the client. This notion is subjective and depends on the client’s perspective and their definition of good service. Regarding control, Feigenbaum cautions that establishing benchmarks and implementing effective control measures are essential for continuously enhancing quality standards.
Armand Feigenbaum outlines various approaches to control management, including overseeing new designs, monitoring the receipt of materials, supervising the production process, conducting specialized studies, and managing quality costs. He emphasizes the importance of recognizing that these costs are an investment required to deliver a high-quality product to customers. According to Feigenbaum, these costs can be classified into two categories: costs of conformance and costs of non-conformance. The former pertains to proactive measures taken to prevent defects from arising, while the latter encompasses expenses related to training, reviewing new products, quality assessments, and improvement initiatives. It is crucial to understand and manage both types of costs effectively to ensure superior product quality and customer satisfaction.
Feigenbaum, a renowned speaker in his country, has delivered numerous conferences focusing on the path to achieving excellence. He outlines three integral steps to attain quality: quality leadership, proficient management technology, and organizational dedication. This unique proposal challenges the conventional thinking of fixating on faults or defects. Instead, it underscores the vital need for managers to consistently prioritize quality preservation. Feigenbaum further emphasizes that implementing a quality circle program can be a powerful tool in achieving this objective effectively.
Let’s talk about another important aspect: the evolution of quality techniques in modern businesses. In the past, many traditional companies would assign the responsibility of quality control to just one department. However, this approach proved to be ineffective and didn’t yield the desired results. A new approach emerged, where companies started embracing modern quality techniques. This involved breaking away from the old, compartmentalized method and integrating quality control throughout the entire organization. By doing so, companies were able to achieve better outcomes and ensure that every aspect of their operations met high standards. This shift was a game-changer because it recognized that quality is not the sole responsibility of one department, but rather something that should be embraced by all. So, why settle for outdated methods when you can embrace a new and improved approach to quality?
In a contemporary company, it is crucial for every member of the organization to take responsibility for the excellence of their product or service. From the administrative staff to the engineers and plant operators, every individual must impact the quality within their own abilities. The ultimate goal is to achieve flawless performance. This involves the organization’s commitment to instilling a sense of motivation in its team members. The company should prioritize training its staff to cultivate a spirit of dedication, recognizing quality as a key component of business strategy. As a result of his groundbreaking work in establishing the foundations of modern quality control, Feigenbaum received numerous accolades, including the Edwards Medal in 1965 for his pioneering efforts and the National Medal of Technology and Innovation in 2007. In addition to these honors, he was invited to join prestigious associations such as the National Association of Security Industry Merit Award and the American Association for the Advancement of Science. He is also a proud lifetime member of the Institute of Electrical and Electronics Engineers, the American Society of Mechanical Engineers, and the Plymouth Marine Biology Society.
In 2014, sadly, his journey as an entrepreneur came to a heartbreaking halt when an illness intervened, eventually claiming his life.