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Total quality control, known today as total quality management (TQM) is virtually equivalent with Feigenbaum's name [11], and he was one of the foundations of modern management and has been widely accepted as a viable operating philosophy in all economic sectors. It could be developed by Feigenbaum’s work significant [8]. Dr. Armand V. Feigenbaum was an American quality guru, his valuable ideas revealed by his experiences working at General Electric (GE). During this period, he had contributed for many years with world-class companies such as Hitachi and Toshiba in Japan. He investigated quality procedures at these companies, and understood “total approach to quality” is the best way to solve quality problems. He advocated the inspection for quality control “after the fact rather than build it in at an earlier stage of the process”.  Feigenbaum adopted an approach for quality that was different from Deming and Juran [24], his approach has a three-step to improving quality that are included “quality leadership, quality technology, and organizational commitment” [10].
  Feigenbaum was the first guru who introduced the concept of “Total Quality Control” (TQC) first time, and published his first book “Quality Control Handbook” in 1951 [17]. This philosophy was adapted by the Japanese and the concept of “Company Wide Quality Control” (CWQC) later [12]. His philosophy is more on the “prevention-based system by emphasis on product, service and process design and by streamlining the source activities”. The mechanism of this system is based on  the documentation and auditing to make sure that the products are conformed  with “pre-defined standards” (e.g. ISO 9000) [13]. Likewise, Feigenbaum [10] emphasized on the significant roles of all members of the organization, including office staff, engineers and shop-floor workers in the improvement of business quality.
Feigenbaum's principles describe that for manufacturing the product with high level quality, TQC should be considered instead of the implementation of the production quality control alone. These ideas and principles caused total quality movement that the companies understood that responsibilities for quality are company-wide, and stayed with the leadership hierarchy [12], [5]. 
Feigenbaum [10] argued that the term “total quality” are related to broader issues such as planning, organization and direction, and “quality assurance” cannot be able to improve efficiently quality products, if it just focuse on production process [1].