in the 1960s and 1970s, Armand V. Feigenbaum set the basic principles of total quality control (Total Quality Control, TQC): quality control exists in all areas of business, from design to sales. Until then all efforts on the quality had been aimed at correcting activities, not to prevent them. Thus in 1958 a Japanese team to study quality control, led by Kaoru Ishikawa, Feigenbaum visited General Electric, the team liked the name TQC and took him to Japan, but differs from the Japanese TQC of Feigenbaum. With the Korean War further increased the emphasis on reliability and final product testing. Despite all the additional testing to date, unqualified firms to cope with its goals of quality and reliability, so they began emerging awareness programs and quality improvements in the areas of manufacturing and engineering.The quality assurance in the services industry (Service Quality Assurance: SQA) also was determined to focus the use of methods of quality hotels, banks, government and other service systems. In 1954, Joseph Juran was invited to Japan to explain to senior managers and middle played the role they play in securing the activities of quality control. His visit was the beginning of a new era of activity quality control, directing the path of activities to this technologically based and factories to global interest thereon in all aspects of managing an organization. In one of his most important book, Managerial Breakthrough (Administrative Advancement “), he answers the question of many administrators,” what am I here “.He explained that administrators have two basic functions: a) Breaking the processes to reach new levels of performance, b) Maintaining the improved processes in their new levels of performance. These basics with capitals on the back of the TQC philosophy as we know it today. Another important book Quality Control Handbook (Manual of Quality Control), a guide for quality improvement. In the mid and late 1950, gave name to TQC by the works done by Armand Feigenbaum, but their concepts were developed based on the works of Deming and Juran. The TQC extended the concept of quality to include this in design and performance, as well as the traditional view of it. The TQC requires all employees to participate in the activities of quality improvement, since the chairman of the board of directors until the workers, who through serving customers and the community.In the late 1960s quality programs had spread through most major U.S. corporations. This industry occupied the first position in world markets, while Europe and Japan continued their rebuilding. Foreign competition became a threat to U.S. companies in the 70’s. The quality of Japanese products, especially in the branches automotive and electronics, began to exceed the quality of products made in America. Consumers were becoming more sophisticated in their purchasing decisions and started thinking about the price and quality in terms of product life. The increased interest by consumers in the quality and foreign competition forced U.S. administrators to be increasingly concerned about quality.