qcc+concept+(annex a)

8/14/2019 QCC+Concept+(Annex a)

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ANNEXURE - A

QUALITY CONTROL CIRCLES*

(The Concept)

A QUALITY CIRCLE is a volunteer group composed of workers who meettogether to discuss workplace improvement, and make presentations tomanagement with their ideas. Typical topics are improving safety, improvingproduct design, and improvement in manufacturing process. Quality circles havethe advantage of continuity, the circle remains intact from project to project. (Fora comparison to Quality Improvement Teams see Juran's Quality by Design,referenced below).

Quality Circles were started in Japan in 1962 (Kaoru Ishikawa has been creditedfor creating Quality Circles) as another method of improving quality. Themovement in Japan was coordinated by the Japanese Union of Scientists andEngineers (JUSE). Prof. Ishikawa, who believed in tapping the creative potential ofworkers, innovated the Quality Circle movement to give Japanese industry thatextra edge in creativity. A Quality Circle is a small group of employees from thesame work area who voluntarily meet at regular intervals to identify, analyze,and resolve work related problems. This can not only improve the performance ofany organization, but also motivate and enrich the work life of employees.

The use of Quality Circles in many highly innovative companies in theScandinavian countries has been proven. The practice of it isrecommended by many economist/business scholars.

Objectives of QCC

To Create a Pleasant Working Environment through: Improved Morale Improved Interpersonal Relationship Better Teamwork Better Communication

To Upgrade Personnel through: Training on Problem-Solving Techniques Increasing Individuals Knowledge and Creativity

To Motivate Workforce through:

Opportunities for Employees to Utilize Their Talents Recognition Given for Achievements

To Improve Overall Company Performance in the Long Term through: Higher Productivity Better Quality Products/Services Smoother Workflow Reduced Costs, Increase Revenue, etc ...

Basic Principle of QCCQCC is based on the following basic principle

Workers are recognized as the most valuable resources along with

other management resources Development of workers as useful members of the

department/office

Quality Control Circles Secretariat Page 1 of 4National Productivity Organization


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Participation and support from all levels Team work Constant encouragement of creativity The projects are related to daily work.

Topics to be Discussed By QCCs

Quality

Delivery Time

Housekeeping

Cost

Service Time

Safety

Topics NOT to be Discussed By QCCs Wages & salaries Benefits Disciplinary policies Employment policies Termination policies Grievances & other items covered under the collective bargaining

agreement Designing new product Sales & marketing policies Personalities Departmental policies Union agreements Matters related to discipline

Personal matters Salaries & allowances Departmental budget Service condition Job distribution Promotion policies Other matters not connected to work-related problem



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The QCC Problem Solving Tools1. Check Sheet2. Brainstorming

3. Cause and Effect Diagram4. Pareto Diagram5. Graphs6. Histogram7. Control Chart8. Stratification9. Scatter Diagram10.Flowcharting

QCC Organizational Structure

Steering Committee

Secretariat

Facilitators

QC Circles Leaders Members


Framework to do QCCFramework to do QCC

Action Steps StageSTEP 1

Select the theme

STEP 2

Plan the Schedule

STEP 3

Understand the Present Situation

STEP 4

Set Target

STEP 5

Problem Analysis and determination ofCorrective / Preventive Action

STEP 6

Implementation

STEP 7

Evaluation of Results

STEP 8

Standardization of the Actions taken / Review

PLAN

DO

M e m b e r s M e m b e r s M e m b e r s M e m b e r s M e m b e r s M e m b e r s

C i r c l e s L e a d e r s C i r c l e L e a d e r

F a c i l i t a t o r

C i r c l e L e a d e r C i r c l e L e a d e r

F a c i l i t a t o r

Q C C S t e e r i n g C o m m i t t e e


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Factors leading to the successful implementation of QCC

Positive attitudes and commitment from top management (This includesthe willingness of the Management to allow time and manpower to bespent on implementing the program)

An effective training system Support from all levels

The establishment of a reward & recognition system for QCC members Provision of facilities by the Management such as stationery, overhead

projectors, transparencies and meeting rooms, laptop computer. QCC should be considered as a long-term exercise. As such QCC should be

initiated on a small scale initially to ensure its sustainability. The progress of QCC should be publicized throughout the organization The ability of Steering Committee to plan, implement, coordinate and take

action on recommendations Carrying out promotional activities through posters, slogans and

pamphlets


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