Total Quality Control, 4th Ed. - Feigenbaum

 Total Quality Control, 4th Ed. : Achieving Productivity, Market Penetration, and Advantage in the Global Economy

Publication date 30 Sep 2015

Table of contents

Part One: Business Quality Management 

Chapter One: The Quality of Products and Services 

Chapter Two: The Buyer Producer, and the New Marketplace 

Chapter Three: Productivity, Technology, and the Internationalization of Quality 

Chapter Four: What are the Factors in Controlling Quality and What are the Jobs of Quality Control 

Part Two: The Total Quality System 

Chapter Five: The Systems Approach To Quality 

Chapter Six: Establishing the Quality System 

Chapter Seven: Quality Cost: Foundations of Quality-Systems Economics 

Part Three: Management Strategies for Quality 

Chapter Eight: Organizing for Quality 

Chapter Nine: Achieving Total Commitment to Quality 

Part Four: Engineering Technology of Quality 

Chapter Ten: Quality-Engineering Technology Chapter Eleven: Process-Control-Engineering Technology Chapter Twelve: Quality Information Equipment Engineering Technology 

Part Five: Statistical Technology of Quality Chapter Thirteen: Frequency Distribution Chapter Fourteen: Control Charts Chapter Fifteen: Sampling Tables Chapter Sixteen: Special Methods Chapter Seventeen: Product Reliability 

Part Six: Applying Total Quality Control in the Company 

Chapter Eighteen: New Design Control 

Chapter Nineteen: Incoming Material Control 

Chapter Twenty: Product Control 

Chapter Twenty One: Special Process Studies

To be rewritten

Summary of 3.2 Total Quality and Total Productivity 

These new work patterns in today's offices and factories, are broadening the concentration of productivity from the traditional primarily factory-oriented attention to "more product and service output per unit of resource input" of the entire business system that includes the factory. The patterns are progressing toward a market-oriented business productivity concept measured by "more saleable, good-qualtty product and service output per unit of input."

No company is likely to be profitable today with a bad product. The product that cannot be sold because it does not have adequate consumer value, or one that must be recalled from the field because it is unreliable or unsafe, or one that must be too often returned for service-these are unproductive outputs of negative business value to the company that offered them.  The economically meaningful business indicator of productive input-output efficiency for company management in today's markets is the degree to which product and service output provide customer quality satisfaction, with the corresponding positive impact upon product saleability. 

This customer-oriented business productivity measure changes the focus of program planning attention. No longer is the emphasis solely upon techniques to improve factory work efficiency, as has been the case for more than 50 years and as important as this remains; it is now also focused upon the fact that achieving customer-oriented productivity requires the strong use of modern quality programs. These programs help to bring about fundamental changes in marketing and product planning actions, in conventional production practices, in traditional industrial engineering approaches, and in the practice of management itself. 

This is an important part of the new approach increasingly being widely used by major companies throughout the world: Industrial productivity must focus upon the input-output effectiveness across the enttre scope of the company organization. Economists call the approach "total resource-factor productivity," or, simply, "total productivity."

Updated 3.3.2024

Posted 29.8.2022