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Introduction
Promoting quality in the context of an organization or a particular team of employees is an essential step toward building a thriving company with several loyal customers. The approaches to enhancing quality management, however, are very numerous, with a variety of frameworks having been developed over the past few decades (Charron, Hamilton, & Voehl, 2014).
However, when considering the effects that the theories designed so far have had on the domain of quality management, one must give special credit to Feigenbaum’s framework since it served as the means of controlling the organizational processes closer, at the same time encouraging increased accountability for quality and addressing the management of errors.
Quality Leadership
Feigenbaum’s suggestion concerning a total control of the production processes, in general, and quality provision, in particular, can be deemed as the foundation of the current quality enhancement frameworks (Schultz, 2014). Indeed, the introduction of a set of rigid strategies for controlling product quality serves as the means of performance improvement because of its twofold nature. First, tighter supervision means that the number of instances of overlooking errors will be reduced greatly, Also, the promotion of control tools will inform the staff members about the new and enhanced quality requirements, which they will have to meet.
As a result, the staff will be given an impetus for professional development, as well as personal growth, including fostering the qualities such as Corporate Social Responsibility (CSR), patience, attention to detail, etc. Therefore, on a larger scale, the framework can be interpreted as a model for changing the employees’ concept of their professional duties and, therefore, a grand redesign of their organizational behavior patterns.
Management Quality Technology
The focus on technology, which Feigenbaum suggested, is especially important in the context of the 21st century. By focusing on the significance of technological innovations, the researcher makes it obvious that the tools for transferring data must be updated regularly (Dyche, 2015).
Organizational Commitment
However, it is the concept of the hidden plant that makes Feigenbaum’s contribution to the development of the quality management framework especially significant. While admittedly simple, the idea that a significant amount of time is spent on correcting the errors made by the employees seems to slip under the radars of a range of organizations. As a result, the results of a certain project or the general performance of the entrepreneurship may fail to meet the expected outcomes.
The emphasis on the so-called “hidden plant” (Milakowich, 2005, p. 89), or the errors made by the staff during the organizational and especially production-related processes have made it possible to devise the approach that allows for an impressive increase in the overall performance level, as well as the rates of customer satisfaction.
Feigenbaum’s framework of quality management is especially valuable for companies across the globe since it serves as the means of identifying the errors which would have passed unnoticed otherwise. As a result, premises for designing the strategy that will help increase the number of the staff’s competencies, enhance their knowledge of and proficiency in a certain domain, etc., can be created. Feigenbaum must be credited for suggesting the tool for mending the internal issues that every company suffers from. As a result, a large reduction in waste can be expected, thus, creating prerequisites for quality enhancement and a general improvement of the end product.
Reference List
Charron, R., Hamilton, H. J., & Voehl, F. (2014). The lean management systems handbook. Chicago, IL: CRC Press.
Dyche, J. (2015). The new IT: How technology leaders are enabling business strategy in the digital age. New York, NY: McGraw Hill Professional.
Milakowich, M. (2005). Improving service quality in the global economy: Achieving high performance in public and private sectors. Chicago, IL: CRC Press.
Schultz, J. R. (2014). Four-cornered leadership: A framework for making decisions. New York, NY: McGraw Hill Professional.
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