suggestion schemes and quality circles

7/29/2019 Suggestion Schemes and Quality Circles

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Suggestion Schemes and Quality Circles

Suggestion Schemes and Quality Circles are some of the means adopted by TQMorganizations to improve productivity and quality by involving their employees.

Suggestion Schemes:

The concept of suggestion Schemes originated in Japan in the 1960s. Suggestionschemes involve obtaining suggestions from employees at all levels in the organization.Suggestions for improvement are received by HODs, from all employees in a prescribedformat and are evaluated for their feasibility and practicability. The definition ofsuggestions, under the suggestion scheme, are also clearly defined so that they do takeup issues such as grievances, complaints, etc. Those suggestions, which are deemed fitfor further review shall be put up to a committee consisting of representatives of both theemployees and the management for necessary approvals. Suggestions which are approvedby the committee are implemented with full support from the management in terms of

resources. However the responsibility for implementation lies with the concernedemployee. The status of implementation will be recorded and will be updated at the endof every month. Suggestions, which require detailed study are taken up as group tasksthrough Quality Circles.

Quality Circles

Quality Circle or Quality Control Circle concept originated from Japan. In April 1962,Dr. K. Ishikawa, presented this idea in the inaugural issue of the JUSE's journal 'Gembato QC'. Since then the Quality Circle concept has been introduced in as many as 130

countries. But Quality Circle concept is well established only in Asian countries likeJapan, South Korea, Peoples Republic of China, Taiwan etc. Based on the experience andknowledge gained over 30 years and more 'JUSE' the apex body for the movement inJapan modified the definition of the concept in 1995. Original and Revised Version areshown here.

Original

Quality Circle is a small group to perform voluntarily quality control activities within thesame workshop. This small group carries on continuously as a part of company widequality control activities, self development and mutual development and improvement

within the workshop, utilising quality control techniques with all members participating.Revised

QC Circle is a small group in which people who work in the first line work place,continually improve and maintain the quality of products, services, job and so on.

This small group promotes the activity in such a way as to autonomously administer it,utilize the QC concept and technique and others, display creativity and make selfdevelopment and mutual development.


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This activity intents to:- Develop their capability, perform the self actualization for QC Circle members, makeits work place full of brightness and vitality.- Enhance customer satisfaction and make a social contribution.- The executives and the mangers in order to make QC Circle activities successful,

contribute to improving the enterprises, constitute and implement company wide TQM orsimilar one by themselves. Facilitate the environment for the activity and continually,conduct appropriate guidance and support based on the respect to humanity, aiming at theparticipation by everybody and positioning the activity as important for human resourcesdevelopment and work place utilization.

To introduce the Quality Circle the recommended structure by QCFI is as given in thediagram shown below. Organisations can modify it to suit to their convenience, as long asthe principle behind it is kept intact, such changes are welcome.

For any structure to be meaningful it should first start with the top management's policieswhich should be laid down and linked to the organization's objectives and goals. The nextstep is to work out strategies to achieve them through structure and systems by spellingout roles for a concerted effort to accomplish results.

The right way of introducing Quality Circles is as a part of TQM. QCFI suggest the

following methods.

1. Conduct a survey of the organizations.2. Discuss the findings with the top management

Conduct special programmes to executives.


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3. Select executives from various departments for special intensive trainingprogramme

4. Training has to be done with best faculty members available on the subject.5.

After training with the help of trained executives', form Quality ImprovementTeam among senior management for solving major organisation problems.

6.Conduct Awareness programme to all workers on QC concept by the trainersthrough a co-ordination department.

7.Co-ordination department maintains a register of workers who have voluntarilyagreed to form Quality Circles.

8. Formation of Quality Circle, section wise, shift wise and training to them.WHAT ARE THE ROLES OF VARIOUS LEVELS IN THE ORGANIZATIONIMPROVING QC MANAGEMENT?

Top Management

Top management comprises of the Chairman, Managing Director, Functional Directorsand other Directors on the Board. It lays down policy incorporating Quality Circles as anintegral part of TQC function. It is responsible for the implementation of the policy,laying guidelines and reviewing the policy implementation and results thereof. It alsospells out strategies and systems for the achievement of results. A steering committeecomprising of a group headed by the Chief Executive of the organisation is also asegment of the top management.

The functions of a Coordinator

He is normally a senior manager who co-ordinates the entire function.

1. He registers the circle.2. Interacts with all.3. Convenes steering committee meetings.4. Maintains records, organizes systematic documentation.5. Arranges management presentation.6. Organizes various training programmes, including exposure

programme.

7. Arranges presentation of case studies in sister units.8. Publishes periodicals.9. Organizes six monthly, annual conventions, develops facilities for the

programmes.


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10. Arrange periodical survey.11. And helps in deputing people for seminar, convention, outside

convention, presentation etc.

The function of a Steering Committee

A Steering Committee is a monitoring group headed by the head of the organisation, toguide, review and improve the functioning of Quality Circles.Through periodical and regular reviews, the committee makes the functional headsaccountable for the 'Quality Circles' healthy functioning in their area. Functional heads,in turn would make the facilitators accountable.

The function of Facilitator

He/she is a nominated senior person of an area and he/she ought to catalyze and stimulatethe Quality Circles. His/her role is that of a parent, caring for children. Even without

Quality Circles, a senior person's role is to develop the people working with him/her andenable them to achieve and give them the pride of achievement. He/she should be a rolemodel and a value shaper. The facilitator could be rotated once in two years, or as may bedeemed fit by the organisation.

The function of a Leader/Deputy Leader

A leader is a person chosen by the members of the circle through consensus.For a leaderto play an effective role, he should be given the requisite education and training to leadand to develop leadership qualities and skills. Since Quality Circle conceptually is also'applied management' at grass root level, they are to be given training on management

aspects.Aside from the facilitators, the success of the Quality Circles will depend uponhow well the leader leads the group.The other important functions of a leader

1. Conduct meetings regularly.2. Moderate in meetings.3. Involve all the members.4. Keep the cohesiveness of the group.5. Coordinate.6. Take the team towards the goal.7. Takes care of

i. Task behaviour of the group.ii. Team maintenance.iii. Disruptive or negative behaviour in the group.

The function of Members

Members join the group out of their own volition and with full under-standing of theconcept and philosophy of Quality Circle. If they want to pursue development andgrowth, a natural aspiration they should get involved whole-heartedly. It is only whenone plays the game with enthusiasm with the rest of the members of the team, can oneexperience the thrill of victory.


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HOW QC FUNCTIONS

What should be the size of the Quality Circle?

An ideal size is eight to ten members but they can be upto a maximum of fifteen. The sizemust never be so large that a member cannot have sufficient time to participate andcontribute at each meeting. Too few members would also tend to make circles dormant.

Can workers in shifts become members of a circle?

An ideal condition will be when they can form a circle with persons within a shift. Whenthe number is less, find out whether a cohesive group can be formed involving evenanother departments. This is to be done carefully. The other department should be aconnected one and the functions there should be known to the workers at least in general.It should not be a group of engineering and production. But if there are some engineeringpeople attached to the department, they can be considered. The idea is that the membersshould find an identity and should not feel strange in that group.

What about membership from different shifts from the same area?

It is voluntary and if the members do not feel affected by such an inconvenience they candefinitely form a circle.But company should ensure transport facility for persons outsidethe shift whenever necessary.Do Quality Circles have to meet during working hours orafter working hours? Quality Circle is primarily for the improvement of the employee butthis is done by bringing improvement to the work place also.Hence such activities as aprinciple should be conducted during the working hours.However, if for some reason theprocesses do not permit an organisation to allow Quality Circles to meet during workinghours, they can meet after working hours. After all it is voluntary and if workers arewilling to stay late, there can be no objection to it. But necessary arrangements such asproper meeting place, transport facilities should be made.

How do Quality Circles function?

Quality Circles meet regularly and periodically. The meeting periodicity is normally oncea week for one hour.Facilitator need not be present all the time. But he should be in touchwith the members, particularly with the leader before and after the meeting. At least oncein a while when meeting is in progress he should visit for a short while to show hisconcern for them in a visible form.

How does a Quality Circle solve a problem by using A, B, C classification?

They generate a list of problems using Brainstorming technique. They prioritize theproblem using A, B and C classification.

A category problems

Minimum involvement of other departments in solving them.B category problemsInvolvement of other departments is a necessity.

C category problemsManagement sanction and support may be needed in implementing the solution.

When Quality Circle movement is started in any organisation there will be a lot ofinterest and expectations for quick result amongst all. Even though this is a learning


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process this helps all. They start with 'A' category problems. Normally they are simpleproblems and need knowledge of minimum techniques. Solving these problems givethem the confidence.Then they take a 'B' category problem, which is a little more difficultand also needs knowledge of more techniques.By the time they come to C category, theyare confident and capable of learning all the techniques. By hurrying up and selecting

major problems in the initial stage, Quality Circles turn out to be useless ultimately.

For solving the problems, the Quality Circle should adopt the PDCA cycle and the SevenQ.C Tools. Hence it is necessary to train the Q.C members in the use of the PDCAmethodology and also the Seven Q.C. Tools.

PRESENTATIONS

The Quality Circles are encouraged to present their achievements at appropriate forawithin and outside the organization. The organization may also organize competitionsamong the QC groups or send them to outside competitions. All these activities improve

the self confidence of the employees and motivate them to perform better.

B. Girish, Dy. Director,National Productivity Council, Chennai

suggestion schemes and quality circles

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