APPAREL QUALITY

MANAGEMENT

Quality Guru: Presented by:

Rishav Raj
Rohit Kumar Giri
Armand Vallin Feigenbaum Shamshul Arfeen
 Quality Guru

A Guru is a spiritual guide who is considered to have

attained complete insight.
A guru, by definition, is a good person, a wise person and
teacher. A quality guru should be all of these, plus have a
concept and approach to quality within business that has
made a major and lasting impact.
 Three groups of gurus

Early 1950s: Americans who took the messages of

quality to Japan.

Late 1950s: Japanese who developed new concepts in

response to the Americans.

1970s-1980s: Western gurus who followed the Japanese

industrial success.
 Armand Vallin Feigenbaum
Known as the father of total quality control
Born on April 6, 1922, he was an American quality control
expert and businessmen.
Feigenbaum received a bachelors degree from union
college, Schenectady, NY.
And his masters(engineering) from MIT Sloan School of
Management and PhD degree(economics) from MIT.
He began his career with General Electric (GE) in 1937 as
an apprentice toolmaker & management intern with the
turbine, engine & transformer groups.
When he graduated in 1942, he joined GE as a full-time
design engineer.
 In 1943, he named manager of quality control for the
Schenectady Works plant in New York at 23 years old.
served as the worldwide Director of Manufacturing
Operations and Quality Control at General Electric Company
between 1958 and 1968.
He later became President of General Systems Company,
Inc.
n 1988, Feigenbaum was appointed to the board of
overseers of the United States Malcolm Baldrige National
Quality Award Program.
In 1992, he served as the founding Chairman of the Board of
the International Academy for Quality, the worldwide quality
body
 While working at GE, Feigenbaum applied the lessons he
learned at MIT to examine observations about how
productivity improvement could be achieved by driving
quality in a different way from how it had been.
He does not get the great attention that the others (Deming,
Juran, Ishikawa, etc.) get. Feigenbaum also believed that
quality was a way of operating or a way of life, thus the
term "Total Quality."
Three elements to quality according to
Feigenbaum
Quality leadership-Management should take the lead in
enforcing quality efforts. It should be based on sound
planning
Modern quality technology-The traditional quality
programmes should be replaced by the latest quality
technology for satisfying the customers in future.
Organizational commitment-Motivation and continuous
training of the total work force tells about the
organisational commitment towards the improvement of
the quality of the product and the services.
 Contributions
His contributions to the quality includes:
Total quality control.
Concept of quality costs.
Concept of a "hidden" plant.
Accountability for quality.
Suggested methodology for cycle time reduction.
 Total quality control

Total Quality control as an effective system for integrating

the quality development, quality maintenance, and 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.
 Concept of quality costs

The concept of quality cost is a methodology that allows an

organization to determine the extent to which its resources
are used for activities that prevent poor quality, that
appraise the quality of the organizations products or
services, and that result from internal and external
failures.
Having such information allows an organization to
determine the potential savings to be gained by
implementing process improvements.
 Quality-related activities that incur costs may be divided
into prevention costs, appraisal costs, and internal and
external failure costs.
Prevention cost - as quality planning.
Appraisal costs verification, audits.
Failure costs:
Internal failure costs waste ,scraps.
External failure costs- repairs , warranty , returns.
 Concept of a "hidden" plant
Hidden Factory is a term that refers to activities in an operation or standard operating
procedure (SOP).
A few examples of Hidden Factories are:
Over-Production: Producing more than is needed, faster than needed or before needed.
Wait-time: Idle time that occurs when co-dependent events are not synchronized.
Transportation: Any material movement that does not directly support immediate
production.
Processing: Redundant effort (production or communication) which adds no value to a
product or service.
Inventory: Any supply in excess of process or demand requirements.
Motion: Any movement of people which does not contribute added value to the product or
service.
Defect: Repair or rework of a product or service to fulfill customer requirements.
 Accountability for quality

Accountability for quality Because quality is everybody's job,

it may become nobody's job- the idea that quality must be
actively managed and have visibility at the highest levels of
management.
 Cycle time reduction methodology

Define process.
List all activities.
Flowchart the process.
List the elapsed time for each activity.
Identify non value adding task.
Eliminate all possible non value adding task.
 Benchmarks of TQC
Quality control must be a company-wide process.
Quality is dened by the customer.
Quality and cost is a sum, not a dierence.
Quality requires both individual and team enthusiasm.
Quality is a way of managing.
Quality and innovation are interdependent.
Enhanced quality demands continuous improvement.
Quality is the most cost-eective and least
capital-intensive route to productivity.
Quality is implemented with a total system
connected with customers and suppliers.
 Example
Southern Water Services has proved to be the best when it comes to
providing quality water services and they have also maintained the
reputation in waste water industry.
Southern Water Services has adopted Feigenbaum Quality theory and
they have strived for the continuous commitment on what they do
best.
When customers see the tap water, they think it is clean and safe but
that water contains some minute trace of pesticides. The company
invests largely to remove these impurities. Even there is improvement
in the water quality, customers sees the water to be the same.
Management is into the quality commitment and so are the employees
who work for the company. Company also has the Quality Councils
who come up with the best idea to facilitate the continuous quality
improvement.
 Explanation
Process is measured constantly with the standards set by the
company.
The quality standards are revised.
Employees have been trained to do their jobs and there is also
lunchtime workshops organized to introduce and promote the
quality awareness.
The company focuses on identifying the problem instead of just
getting on with the solutions.
They use the statistical process control methods so that they can
predict the problems in the future and plan some measures to
prevent the potential reduction in the quality.
 Interrelation
Armand V. Feigenbaum was the originator of total quality
control, often referred to as total quality.
Juran believed quality is associated with customer
satisfaction and dissatisfaction with the product, and
emphasized the necessity for ongoing quality improvement
through a succession of small improvement projects carried
out throughout the organization.
Phillip B. Crosby believed that the system for causing
quality is prevention, not appraisal Quality is Free, and
the performance standard must be Zero Defects.
 Similarities between Feigenbaum &
Juran
Both talk about the quality.
Both emphasized on the customer satisfaction.
Both emphasized on the most lower level to start .

Similarities between Feigenbaum &

Crosby
Both talk about the relationship between cost and quality.
Both agree on the point that quality comes from prevention.
Both emphasized on zero defect in the process to achieve qaulity .
 Further scope of study

Productivity could be increased as elements of quality is

organizational commitment.
As quality is a continuous process so it will keep on
increasing.
 conclusion
Feigenbaum has earned a unique place in the history of
engineering through his definition, advancement and
execution of the principles of TQM.
Feigenbaum has been a role model for managerial
innovation and its implementation.
Feigenbaum is not a pontificator on the philosophical
principles of quality.
Instead, he aims to understand the underlying relationships
among operating principles and systematizes this
knowledge in a pragmatic way so it may be implemented
and applied globally by others who have followed the
discipline of total quality.
QUESTIONS?
Thank you