quality circles by kari

8/13/2019 Quality Circles by Kari

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QUALITY CIRCLE


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Quality Circles


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QC Circle World Convention (Photo by Miyauchi)


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Introduction

Formation of quality circle is becoming

imperative in todays world where the

customer's expectations keep changing

and it become tougher day by day to getto the level of delighting the customer.

Quality circles ensure that they work on aregular basis in the day to day challenges

faced by the organization in and aroundthe work area, thus ensuring a betterprocess & reliable produce


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Agenda

What are Quality Circles?

History of Quality Circles

Quality Circle Tools Benefits of QCs

When QC can be ineffective?

Innovation in QCs


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Why do we need QC Circle activities?

Customers are very difficult to please nowadays. Their demand for better products and

better service is never ending. Take the banking sector for instance. Customers used to be

burdened by having to go to the bank to pay their utility bills, where the time spent for

such service was about half an hourin addition to their travel time. Then came the

automatic teller machine (ATM), which when modified to process payments, reduced the

time it took to pay bills to about one minute, depending on the number of people waiting

to use it. Yet the customers still had complaints. This example shows that speed of service is

not the only determinant of satisfaction. Accuracy of transaction receipts, access to ATMs,and courtesy and competence of bank personnel are other determinants of satisfaction on

the quality of service. Thus in any company, management must mobilize the whole

organization towards providing products and services that satisfy the customers. This

means that quality must be ingrained in the mind and heart of every member of the

organization; must be built into each process, each raw material, each machine, and each

technology; and must be palpable even in the work environment. This also means thatprocesses have to be improved; standards have to be defined if they dont exist, or revised

if they do exist; policies have to be revised; people have to be trained; and machines have

to be replaced if they are no longer efficient. Making all these changes happen requires a

lot of political will from management and a lot of help from the whole organization

(executives, middle management, supervisors, and operators), all of whom are expected tobe value-creators for customers as they work together in teams called Quality


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What is Quality circle?

"Quality Circle is a small group of employees who

work-in same work area or doing a similar type of work

who voluntarily meet regularly for about an hour

every week to identify, analyze and resolve work

related problems, leading to improvement, In their

total performance and enrichment of their work life."


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Quality circle definition

Quality Circle -is a small group of 6 to 12

employees doing similar work who voluntarily

meet together on a regular basis to identify

improvements in their respective work areas

using proven techniques for analysing and

solving work related problems coming in the

way of achieving and sustaining excellenceleading to mutual upliftment of employees as

well as the organisation


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Quality Circles

Are a method of continuous quality improvement in anorganisation by direct involvement of employees in quality

They operate on the basic principle that employeeparticipation in decision making and problem solving

improves the quality of work They are:

Voluntary group of persons

Meet on regular basis

Work on similar tasks Share area of responsibility

Solve problems related to work


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Characteristics of Quality Circles

Volunteers

Set Rules and Priorities

Decision made by consensus

Organized approach to problem solving

Members of a circle need to receive training

Support of senior management required

Members need to be empowered


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History

Started in 1962 in Japan

Kaoru Ishikawa is the creator of Quality Circles

Movement in Japan is coordinated by JapaneseUnion of Scientists and Engineers (JUSE)

In India Quality Circles is promoted by QCFI (QualityCircle Forum of India)


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Kaizen definition for

quality circle

The Principles of Quality Circles At first glanceQuality Circles look very simple, but the

approach depends upon a number of

principles which one must consider in detail to

understand the concept fully


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Concept

Based upon recognition of the value

of the worker as human being,as someone who willingly activities on his job,

intelligence, experience, attitude & feelings

Quality Circle is a form of participationmanagement .

Quality Circle is a problem solving technique.


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Objective

Change in attitude

Self development

Development of team spirit

Improved organizational culture

Help in improving the productivity

Promote individuals self-development

Enhanced interest in jobs.


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Basics of Quality Circle

Adopt prevention procedures rather than correctivemeasures

Minimize scrap and downtime

Improving quality - increase productivity, theory ofTotal Quality Control (TQC)

QC relies on visual representations:

scatter diagrams,

flow charts,

cause & effect diagram etc


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Quality Assurance

Covers all activities from design, development,

production, installation, servicing and

documentation

Includes regulation of quality for:

Raw Material

Assemblies

Product

Components & other services related to production


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3 major quality concepts

Quality circle is a form of participant

management.

Quality circle is a human resource

devolvement technique.

Quality circle is a problem solving technique.


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TRAINING

Brief orientation programs for

top management.

Programs for middle level executives

Training of facilitators

Training for Circle leaders and members


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Organization structure

Appropriate Organizationstructure has effective

& Efficient Performance

Non Qc - Members

Members

Leader

Facilitator

Co-ordinator

Steeringcommittee

TopManagement


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Element of quality circle

A steering committee

Coordinator

Facilitator Circle leader

Circle members


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Structure of quality circle

A steering committee: This is at the top of the

structure. It is headed by a senior executive and

includes representatives from the top management

personnel and human resources developmentpeople. It establishes policy, plans and directs the

program and meets usually once in a month.

Co-ordinator: He may be a Personnel or

Administrative officer who co-ordinates andsupervises the work of the facilitators


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Structure of quality circle

Facilitator: He may be a senior supervisoryofficer. He co-ordiates the works of severalquality circles through the Circle leaders.

Circle leader: Leaders may be from lowest levelworkers or Supervisors. A Circle leaderorganizes and conducts Circle activities.

Circle members : They may be staff workers.Without circle members the porgramme cannotexist. They are the lifeblood of quality circles.


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Appointment of Facilitators

Facilitators, who are chosen from among themanagers, comprise a key element that greatlyinfluences the success of the QC Circle program,especially at the beginning of its development. In

manufacturing companies the facilitators are oftenexperienced manufacturing engineers.

Each department selects one to three facilitators,depending on the size of the company. In the

beginning, one facilitator is usually assigned to threeQC Circles. The QC Circle leaders call on thefacilitator when they need support during meetings


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Appointment of QC Circle Leaders

Participation in the basic activity of a QCC is normally on a voluntarybasis, yet there are several ways in which a Circles leaders are actually

selected. In new Circles, supervisors often play the role of leader,

because they are very familiar with the workplace and possess certain

pertinent personal qualifications. Some Circles have their members taketurns being the leaders, and others elect their leaders, but these

approaches have the potential to create a dictatorial environment for

leaders who are not well qualified for the role. Also, leaders can be

tempted to choose themes that are easy to solve. Therefore, a Circle

leader must be selected carefully, particularly when it is at the beginning

of its activities. After a few years of QCC implementation, when the QC

methods are well disseminated, Circles are able to select leaders (or

theme leaders) depending on the themes that they are going to tackle.


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Leader Registers the QC Circle

If there are at least four volunteers, the QC Circleleader organizes a Circle and formally registers it withthe QC Circle Office. When registering they are oftenrequired to provide the following information, whichmust be decided on by the Circle during its firstmeeting.

QC Circle name QC Circle logo QC Circle leader

Members (with simple bio data)

Facilitator Meeting schedule

The QC Circles are required to register so that thecompany knows that they exist and the QC Circle Officecan provide them the necessary support.


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Leader Establishes One-hour Meeting

Schedule

Most of the activities of the QC Circles are donethrough meetings, so it is necessary to considerhow to eliminate members boredom duringmeetings, especially when they study the QC

Circle concept, behavior science, and othercustomer satisfaction concepts. This is why theQC Circle should meet twice a month for the firstyear. The duration of these meetings is usually for

an hour. This way, the leader is able to hold theattention of the members. Figure 9 is a typical QCCircle meeting agenda.


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Leader Trains Members

Based on the curriculum prepared by the QCCircle Office, the leader teaches members,with the assistance of the QC Circle Office

secretariat. Usually, the leader handlestechnical topics, like the QC Story, the tools,and the techniques. Training sessions are bestheld in the morning (for two hours), when

members minds are still fresh. The followingis a list of topics usually taught in the QC Circlemeetings.


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Launching quality Circle

Expose middle level executives to the concept.

Explain the concept to the employees & invite

them to volunteer as members of quality

circle.

Nominate senior officers as facilitators.

From a steering committee.

Arrange the necessary facilities


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Process of operation


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Process of operation

Problem selection

Problem identification

Problem Analysis

Generate alternative solutions

Prepare plan of action

Implementation of solution Select the most appropriate solution


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P bl l i


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Problem analysis

Select most appropriate solution

Generate alternative solutions

Implementation of solution

Prepare plan for action

B i bl l i h i


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Basic problem solving techniques

Brain storming

Pareto diagrams

Cause and effect analysis

Data collection

Data analysis


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Tools are used for data analysis

Bar Charts

Histograms

Circle graphs

Scatter grams

Control Charts


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Functions of quality circle

Encourage a team culture and team

environment;

Encourage the flow of new ideas;

Improve customer relations and service delivery;

Improve levels of communication;

Improve operational efficiency; and

Create problem prevention attitudes.

B fit f QC


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Benefits of QCs

Increased productivity

Improved quality of work life

Boost employee morale

Enhances creativity

Improved teamwork

Employee involvement

Benefits of quality Circles


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q y

Increased in quality consciousness

of employees development

Promote individuals self-development

Promote team work and fellowship Improve over all company performance and

corporate image

I ti d QC (IQC)


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Innovation and QCs (IQC)

Cross functional teams, members drawn fromdifferent departments

IQC communication website- facilitatesexchange of experiences & interact

Impart new tools & techniques throughworkshops & courses

Members can come from suppliers as well -

wider scope Leaders or mentor organization helping other

organization

R l f lit i l


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Relevance of quality circles

where there is scope for group based solution of workrelated problems

Manufacturing firms

Factories

Firms

Schools

Hospitals

Universities Banks

Wh QC b i ff ti ?


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When QC can be ineffective?

Inadequate training

Not entirely voluntary

Lack of Top Management interest

Unsure of Purpose

Decision making does not necessarily take

place


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quality circles by kari

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