concept of quality circles

8/10/2019 Concept of Quality Circles

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FLOW OF PRESENTATION

1.) Introduction of Quality Circles2.) Concept Of Quality Circles3.) Definition of Quality Circles

4.) Nature of Quality Circle 5.) Origin Of Quality Circle6.) Objectives of Quality Circle7.) The Elements involved in QCs8.) Importance of Quality Circle9.) Structure of Quality Circle

CONCEPT OF QC 2BY: MANISHA VAGHELA


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CON

10.) Process of Quality Circle11.) Techniques of Quality Circle

12.) Reasons for failure of Quality Circle13.) Conditions for success of Quality Circle 14.) Conclusion

15.)Review of the topic16.) Bibliography



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INTRODUCTION OF QUALITY CIRCLES

Quality Circle is a small group of 6 to 12 employeesdoing similar work who voluntarily meet together on

a regular basis to identify improvements in theirrespective work areas using proven techniques foranalyzing and solving work related problems comingin the way of achieving and sustaining excellence

leading to mutual upliftment of employees as well asthe organization.



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CON.

It is "a way of capturing the creative andinnovative power that lies within the workforce".

An ideal size of quality circle is seven to eightmembers. But the number of members in aquality circle can vary.



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CONCEPT OF QUALITY CIRCLES

The concept of Quality Circle is primarilybased upon recognition of the value of theworker as a human being, as someone whowillingly activates on his job, his wisdom,intelligence, experience, attitude and feelings.It is based upon the human resource

management considered as one of the keyfactors in the improvement of product quality& productivity.



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CON.

Quality Circle concept has three majorattributes:

Quality Circle is a form of participativemanagement.

Quality Circle is a human resource developmenttechnique.

Quality Circle is a problem solving technique.



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DEFINITION OF QUALITY CIRCLES (1.)

Quality Circles are (informal) groups of

employees who voluntarily meet together ona regular basis to identify, define, analyze andsolve work related problems.



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DEFINITION OF QUALITY CIRCLES (2.)

Quality circle is a voluntary group of peoplewho meet together on a regular basis toidentify, analyze and solve quality, productivity,cost reduction, safety and other problems intheir works area, leading to improvement intheir performance and enrichment of their worklife



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OTHER NAMES OF QUALITY CIRCLES

Small Groups Action Circles

Excellence Circles Human Resources Circles Productivity Circles



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NATURE OF QUALITY CIRCLES

The generally regarded ideal size of a Q.C. is around ten members.

As every member of the Circle is expected to actively participate in

the Q.C. meetings, a large number is not good. Too small a number

of members would tend to make the circle dormant.

Ideally members of a particular Circle should be from the

same work-area or who do similar work, so that the problems they

discuss will be familiar to all of them.



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CON.

An organization may have a number of Q.Cs. If the number

of workers of any particular department/section who

volunteer to join the Q.C. is more than the ideal number

that one Q.C. can accommodate, two or more circles may

be formed in the same area. Thus, an organization could

have one or more Q.C. in every department or section.

There are organizations where all the workers have becomemembers of Q.Cs.



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ORIGIN OF QULITY CIRCLES

Quality circles were first established in JAPAN in 1962; KaoruIshikawa has been credited with their creation. Themovement in Japan was coordinated by the Japanese Unionof Scientists and Engineers (JUSE). The first circles wereestablished at the Nippon Wireless and Telegraph Companybut then spread to more than 35 other companies in the firstyear. By 1978 it was claimed that there were more than onemillion quality circles involving some 10 million Japanese

workers. They are now in most East Asian countries; it wasrecently claimed that there were more than 20 million qualitycircles in China.



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CON..

Quality circles have been implemented even ineducational sectors in India, and QCFI (Quality CircleForum of India) is promoting such activities. Howeverthis was not successful in the United States, as it (was notproperly understood and) turned out to be a fault-findingexercise although some circles do still exist. ref DonDewar who together with Wayne Ryker and JeffBeardsley first established them in 1972 at the LockheedSpace Missile Factory in California.



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OBJECTIVES OF QUALITY CIRCLES

1. Promote job involvement2. Create problem solving capability

3. Improve communication4. Promote leadership qualities5. Promote personal development

6. Develop a greater awareness for cleanliness



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Con.

7. Develop greater awareness for safety8. Improve morale through closer identity of

employee objectives with organization'sobjectives

9. Reduce errors.10. Enhance quality11. Inspire more effective team work12. Build an attitude of problem prevention



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Con.

13. Promote cost reduction14. Develop harmonious manager, supervisor

and worker relationship15. Improve productivity16. Reduce downtime of machines and

equipment17. Increase employee motivation



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Con

18.Change in Attitude. From "I dont care" to "I do care"Continuous improvement in quality of worklife through humanization of work.

19.Self Development Bring out Hidden Potential of people People get to learn additional skills.



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Con

20. Development of Team Spirit Individual vs. Team "I could not do but wedid it"

Eliminate inter departmental conflicts.21. Improved Organizational Culture

Positive working environment. Total involvement of people at all levels.Higher motivational level.Participate Management process.



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IMPORTANCE OF QUALITY CIRCLE

Rise in organization morale.

Inspire more effective work.

Promote job involvement.

Create problem solving capability by member of quality circle

themselves.

Promote personal and leadership activity.

Improve communication within organization. Promote cost reduction.

Increase employees motivation.



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Member

Leader

Facilitator

SteeringCommittee

Top Management

CoordinatingAgency

STRUCTURE OF QUALITY CIRCLE



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STRUCTURE OF QUALITY CIRCLE

1.) A steering committee:

This is at the top of the structure. It is headed by a senior executive andincludes representatives from the top management personnel and human

resources development people. It establishes policy, plans and directs theprogram and meets usually once in a month.

2.)Coordinator:

He may be a Personnel or Administrative officer who co-ordinates andsupervises the work of the facilitators and administers the program .



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PROCESS OF QUALITY CIRCLES



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PROCESS OF QUALITY CIRCLES

1. Problem identification:Identify a number of problems that need to be

solved pertaining to their work area.

2. Problem selection :Decide the priority and select the problem to betaken up first.

3. Problem Analysis :Problem is clarified and analyzed by basic problemsolving methods.



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Con..

6. Prepare plan of action :- Prepare plan of actionfor converting the solution into reality whichincludes the considerations "who, what, when,where, why and how" of solving problems.

7. Present solution to management circle :-members present solution to management foreapproval

8. Implementation of solution :- The managementevaluates the recommended solution. Then it istested and if successful, implemented on a fullscale



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TECHNIQUES OF QUALITY CIRCLE

Techniques used in the quality circle are:

1. Brain storming

2. Cause and effect diagram

3. Sampling and charting methods

1.BRAIN STORMING:

The objective is to stimulate creativity and free interactionamong its members and a restraint of criticism.



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Con.

2. CAUSE AND EFFECT DIAGRAMS:

After a problem has been identified, members are called to

present cause for the same. Through discussions cause and effect

relationships can be arrived at after a number of meetings. A fish-bone

diagram can be drawn for the same.

3. SAMPLING & CHARTING METHODS:

QC members are trained to observe key events at the work

place and chart them in the specific sequence and interrelationships. A pareto diagram is an example of events with a higher frequency being

highlighted.



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REASONS FOR FAILURE OF Q.C

Lack of faith in and support to Quality Circleactivities among management personnel

Lack of interest or incompetence ofleaders/facilitator

Apathy, fear and misunderstanding amongmiddle level executives

Delay or non-implementation of Circlerecommendations



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Lack of or non-participation by some members inthe Circle activities

Circles running out of problems Inadequate visibility of management support Non-maintenance of Quality Circle records Too much facilitation or too little

Language difficulty in communication Communication gap between Circles and

departmental head

Con



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Con..

Irregularity of Quality Circle activities Non-application of simple techniques for

problem solving Change of management Confusing Quality Circle for another technique

Resistance from trade unions



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CONDITIONS FOR SUCCESS OFQUALITY CIRCLES

1. Active support and commitment from the part of top management

2. Proper coordination.

3. Commitment and ability of facilitators and leaders.

4. Proper education about the quality circle philosophy and sufficient training for

facilitators, leaders, and members.

5. Systematic development of the quality circle movement. Only limited number

of circles shall be started initially and the number should be increased gradually.

Starting many circles initially or increasing the number very rapidly may cause

problem of lack of concentration, coordination etc.

6. The first circles to start should be in those areas with scope for quick, tangible

and easily visible results.



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CONCLUSION

QC has quality of product life as its primary objectives.QC deals with only product quality. It also aim atindividual and group development. Quality Circles are not

limited to manufacturing firms only. They are applicablefor variety of organizations where there is scope forgroup based solution of work related problems. QualityCircles are relevant for factories, firms, schools, hospitals,universities, research institutes, banks, governmentoffices etc.



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1.) Introduction of Quality Circles2.) Concept Of Quality Circles3.) Definition of Quality Circles

4.) Nature of Quality Circle 5.) Origin Of Quality Circle6.) Objectives of Quality Circle7.) The Elements involved in QCs8.) Importance of Quality Circle9.) Structure of Quality Circle

REVIEW OF THE PRESENTATION



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Con..

10.) Process of Quality Circle11.) Techniques of Quality Circle

12.) Reasons for failure of Quality Circle13.) Conditions for success of Quality Circle 14.) Conclusion15.) Bibliography



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BIBLIOGRAPHY

1.)Productivity and Quality management-Yogesh Zaveri-Seth Publication house

2.)Statistical Quality Control- M. MAHAJAN- DHANPAT RAI & CO.PVT.LTD

3.)www.google.com http://www.mahapwd.com/isoandqualitycircle/qc.htm http://quality-circles.blogspot.in/ http://en.wikipedia.org/wiki/Quality_circle

http://www.mahapwd.com/isoandqualitycircle/qc.htmhttp://quality-circles.blogspot.in/http://en.wikipedia.org/wiki/Quality_circlehttp://www.google.co.in/imgres?imgurl=http://atlastitlega.com/tl_files/images/books2.jpg&imgrefurl=http://atlastitlega.com/links.html&usg=__v2w66G8WbrzOL-jw99UD_2ciHnU=&h=251&w=224&sz=62&hl=en&start=334&zoom=0&tbnid=SnWAU-MtHr82tM:&tbnh=111&tbnw=99&ei=XPBHTfn1FsbNrQf17L2mBA&prev=/images?q=quality+circle&start=320&hl=en&sa=N&tbs=isch:1&itbs=1http://en.wikipedia.org/wiki/Quality_circlehttp://quality-circles.blogspot.in/http://quality-circles.blogspot.in/http://quality-circles.blogspot.in/http://www.mahapwd.com/isoandqualitycircle/qc.htm


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