tqm quality circles

8/6/2019 TQM Quality Circles

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QUALITY CIRCLE

GENESIS & PHILOSOPHY


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1945 WORLD WAR

JAPAN WAS DEFECTED

INDUSTRIES DESTROYED

NO SPACE FOOD CLOTHING

HOUSING

PEOPLE WERE STRAVING


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1946

U.S. FORCES INSTRUCTEDJAPAN INDUSTRIES TO USE.

STATISTICAL QUALITYCONTROL.

JIS MARKING.JAPAN UNION OF SCIENTISTSAND ENGINEERS FORMED.


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1946 QUALITY CONTROL RESEARCH

GROUP WAS ESTABLISHED TO

RATIONALIZE JAPAN

INDUSTRY.

EXPORT QUALITY GOODS

RAISE LIVING STANDARDS.

FIRST COURSE ON QUALITY

CONDUCTED


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1950

DR EDWARD DEMING

VISITED JAPAN.

ORGANIZED SEMINAR ON

SQC FOR MANAGERS AND

ENGINEERS ON


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HOW TO USE PDCA IN DESIGN

PRODUCTION SALES SERVICE

REDESIGN TO ENHANCH

QUALITY.

PROCESS CONTROL

THROUGH CONTROL CHARTS IMPORTANCE OF STATISTICS


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SQC CREATED PROBLEMS STANDARDS NOT AVAILABLE

WORKERS COULD NOT USE SQC

DATA NOT AVAILABLE DATA

NOT COLECTED PROPERLY WORKERSSUSPECTED MOTIVES

BECAUSE SQC WAS

OVERMPHASIZED

TOP AND MIDDLE MANAGERS

DID NOT SHOW INTEREST


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1954 DR.J.M. JURAN WAS INVITED TO

HELP

HE CONDUCTED SEMINARS

FOR TOP AND MIDDLE

MANAGERS. EMPHASIZED THAT QC IS A

MANAGEMENT TOOL

CREATEDAN OPENING FOR THE ESTABLISHMENT OF

TOTAL QUALITY CONTROL.


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SQC EMPHASIZE INSPECTION

TQC PRODUCTION OF DEFECT

FREE COMPONENTS THROUGH

CONTROL OF

MANUFACTURING PROCESS

DESIGN

PLANNING

SERVICE


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1954

DR ISHIKAWA MODIFIED TQC

INVOLVED WORKERS

ALSO CALLED IT COMPANY

WIDE QUALITY CONTROL.

JUST STARTED QC JOURNAL

FOR FORMEN AND WORKERS.


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REQUESTED THEN TO FORMGROUPS TO READ AND

UNDERSTAND THIS JOURNAL

FOREMAN AND WORKERS

TRIED TO USE QCTECHNIQUES IN THEIR

WORK AREA.


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1962

QUALITY CIRCLES

LAUNCHED


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TOOLS

1. BRAIN STORMING

2. FLOW DIAGRAMS

3. DATA COLLECTION

-CHECK

4. STRATIFICATION

5. PATETO CHARTS

6. CAUSE AND EFFECT DIAGRAM

7. HISTOGRAMS

8. CONTROL CHARTS

9. CHART

10. SCATTER DIAGRAM


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Quality is never an accident;

it is always the result of high

intention.


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Increase

motivation

create the

will to

work

Develop

Knowledge

and skill

Develop

safely

awareness

Reduce

job

errors

Inspire

employees

to come

together

team work

Increase

motivation

create the

will to

work

Improve

communic

ation Create

problem

solving

capability

Build an

attitude of

problem

prevention

Developharmonious

supervisor

employees

relationship

QUALIT

Y

CIRCLE


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STRUCTURE OF QUALITY CIRCLE IN AN

INDUSTRY


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How to succeed

Have confidence & faith

Work as a team-Involve all


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TAIWANPER APITA GDP

1952 $48

1972 $500

1992 $6000


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How to succeed

Give property for solving internalconstraints

Accept changes


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SAVING RATIO = 34%

INFLATION = 0%UNEMPLOYMENT RATE = 2%

OVERSEAS CREDIT $80 BILLION

USA OVERSEAS DEBIT $600 BILLION


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TOP MANAGEMENT

Chairman and managing director,

directors, chief executives, generalmanagers and other top executive.

Lends total support to the philosophy and

activities of qc.


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TOP MANAGEMENT

Motivates by meeting circle leaders and

members occasionally.

Incorporates qe promotion as one of the

companys broad objective.


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STREEING COMMITTEE

Comprises of representative of all major

functions.

Responsible for establishing objectives

and resources.


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STREEING COMMITTEE

Meets regularly once in two months with

facilitators as invitees

Provide guidance and direction

Gives thrust by promoting qc as a way of

life


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STREEING COMMITTEE

Attends top managements presentation

and annual social get together

Demonstrate visibly management

commitment, support and faith.


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FACILITATOR

A senior officer in charge of area of

department

Responsible for the successful operation

of the circle on his area.


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FACILITATOR

Trains members by assisting leaders

Solves interface problems between circle.


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FACILITATOR

Demonstrates support of the

management.

Works closely with steering committee

Maintains activity level records of circles


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FACILITATOR

Reports to the steering committee

Takes timely corrective action to

revitalize inactive circle.


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LEADER DY.LEADER

Regular work leader or chosen by

members

Guides, trains members

Involves every members in circle

activities.


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LEADER DY.LEADER

Prepares agenda and conducts meetings

regularly and effectively and ensuresdiscipline and decorum.

Chalks out action plan.


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LEADER DY.LEADER

Maintains records and interact with

other agencies for problem solution

Organize management presentation

Catalyses attitudinal changes


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STRUCTURE OF QUALITY

CIRCLE

Members :

Voluntary group of people coming from

the same work area.

Meet regularly (One hour in week) and

actively participate in circle meetings


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CIRCLE

Identify, analyses and recommend

solutions to week related problems

Assist leader dy.Leader


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CIRCLE

Strive for highest standards of

performance of the circle

Take part in management presentation


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SOME CASE STUDIES

1. Absenteeism in class

2. Improving performance

3. Late coming

4. Product defects

tqm quality circles

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