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QUALITY CIRCLESA tool for Total Quality Management
Total – “Made up of whole”
Management – ‘An art of planning, organizing, directing and controlling the assigned activities that takes place to accomplish objectives.’According to F.W. Taylor (Father of scientific Management), ‘Knowing exactly what you want men to do and seeing that they do it in the best and cheapest way.’
Quality -
“Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These expectations are based on the intended use and selling / service price. “According to definition of ISO 8402, “ Totality of characteristics of an entity that bears on its ability to satisfy stated and implied needs.”
Total Quality Management
J M Juran – “Fit for use ”
W. Edward Deming – “Continuous Improvement “
Philip Crossby – “Conformance to specifications”
Dr. Kaoru Ishikawa – “Most Economical, useful and always satisfactory to the customer or
audience”
Quality Gurus Speak On Quality
Techniques Employed for TQM
Benchmarking
Business Process Re-engineering
Kaizen
Quality Circle
Total Productive Maintenance
Six Sigma
Poka Yoka
Quality Function Deployment
Quality Circle is one of the employee participation methods.
It creates conditions and environment of work that stimulates commitment towards excellence.
Quality Circles utilize the potential of people for improvement in quality.
WHY Quality Circles
Genesis of Quality Circles
Before the World War II, quality control pioneers existed in Japanese companies such as Toshiba.
In 1949, after the war the Union of Japanese Scientists and Engineers (JUSE) was established to educate people about Quality Circle.
On July 10, 1950, W.Edwards Deming started an eight day seminar on the theory of statistical Quality Control.
Deming discussed how to make control charts and how to sample and inspect products.
From this solid foundations, the Japanese established quality control departments in their companies.
They found that some aspects had to be altered to fit the Japanese workplace.
One of these alterations resulted in the formation of “QUALITY CIRCLE”. Pioneers like, K. Ishikawa, Juran were the basis for creating quality circles. They used such statistical quality control techniques as Pareto charts,
cause and effect diagrams. The spirit of quality circle embodied in the efforts of all those pioneers who
recognized the need for improvement.
Philosophy Quality Circles are a people – building philosophy It represents a philosophy of managing people
specially those at the grass root level as well as a clearly defined mechanism and methodology for translating this philosophy into practice and a required structure to make it a way of life.
It is bound to succeed where people are respected and are involved in decisions, concerning their work life, and in environments where people’s capabilities are looked upon as assets to solve work-area problems.
The Quality Circle philosophy calls for a progressive attitude on the part of the management
Definition of Quality Circle
A small group of between three and twelve people who do the same or similar work, voluntarily meeting together regularly for about an hour per week in paid time, usually under the Leadership of their own supervisor, and trained to identify, analyze, and solve some of the problems in their work, presenting solutions to management, and where possible, implementing the solutions themselves.'
Finer points from the Definition
A small group of three to twelve people Voluntarily meeting together Meeting regularly for about an hour per week In paid time Under the leadership of their own supervisor To identify, analyze and solve problems in their
work Presenting solutions to management Implementing the solutions themselves
Multi-faced objectives of QC
a. Change in attitude. From “I don’t care to “I do care” Continuous improvement in quality of work life
through humanization of work
b. Self Development Bring out ‘Hidden Potential’ of people People get to learn additional skills
c. Development of Team Spirit Individual v/s Team – “I could not do it, but the team
did it” Eliminate interdepartmental conflict
d. Improved Organizational Structure Positive working environment Total involvement of people at all levels Higher motivational level
Structure of a Quality Circle
Top Management
Steering Committee
Coordinator
Facilitator
Leader
Members
Non-QC members
Roles and Responsibilities
Top Manageme
nt
Steering Committ
ee
Coordinator
Facilitator
Leader
Members
Non QC Membe
rs
The Success of the quality circle depends
solely on the attitude of the top
management and plays an important role to ensure the success of implementation of quality circles in the organization.
Roles and ResponsibilitiesTop
Management
Steering Committee
Coordinator
Facilitator
Leader
Members
Non QC Membe
rs
Steering committee called middle management consists of chief executive
heads of different divisions or a coordinator plays a positive role in quality circle’s activities for the success of the efforts.The meetings are conveyed at least once in one or two months interval.
Roles and ResponsibilitiesTop
Management
Steering Committ
ee
Coordinator
Facilitator
Leader
Members
Non QC Membe
rs
Coordinator, who also acts as a facilitator, is an individual responsible for coordinating and directing the quality circles activities within an organization and carries out such functions as would make the operations of quality circles smooth, effective and self-sustainable.
Roles and ResponsibilitiesTop
Management
Steering Committ
ee
Coordinator
FacilitatorLeader
Members
Non QC Membe
rs
Facilitator acts as a catalyst, innovator, promoter and teacher and is nominated by the management. His Roles are as follows:i. Communicating with all levels of management and
obtaining their support;ii. Facilitating the training of QC leaders and members;iii. Maintaining an open and supportive environment;iv. Ensure objectivity in the activities of QC;v. As a mediator in problem solving;vi. As a resource person to the circle;vii.Evaluating the cost and benefits of the QC program and
reporting it to the management
Roles and ResponsibilitiesTop
Management
Steering Committ
ee
Coordinator
Facilitator
LeaderMembers
Non QC Membe
rs
The leader is chosen by the members amongst themselves and is rotated on a regular basis. His role is mainly as follows:
i. Training members on problem solving techniques with the assistance of the facilitator as and when required;
ii. Fostering the spirit of cooperation amongst the members;iii. Assisting the circle members in record keeping and in the
preparation of management presentations;iv. Conducting meeting in an orderly and effective manner;v. Encouraging other people to become members;vi. Enforcing team discipline and channelizing the efforts effectively
Roles and ResponsibilitiesTop
Management
Steering Committ
ee
Coordinator
Facilitator
Leader
Members Non QC Members
Members of the quality circles are a small group of people from the same work area or doing similar type of work whereas non-members are those who are not the members of the QC but provide suggestions. Members are expected to;
i. Attend meetings regularly;ii. Direct their efforts towards solving work-related problems;iii. Identifying problems, contributing ideas, undertaking
research and investigating (where necessary) and assisting the QC in problem solving;
iv. Participating in management presentations
Launching of Quality CircleThe steps involved are: Expose middle level executives to concept. Explain concept to the employees and invite them to
volunteer as members of Quality Circle. Nominate senior officials as facilitators. Form a steering committee. Arrange training of coordinators, facilitators and members. Fix meetings for Quality Circles to meet. Formally inaugurate the Quality Circle. Arrange necessary facilities for Quality circle meetings and
its operations.
The most important aspect of a successful Quality Circle is it’s caliber to perform as a team and identify, research and solve problems.
Appropriate training needs to be imparted for the optimum performance by the Quality Circle. Training comprises of: Brief orientation program for top management Program for middle level executives. Training for facilitators. Training for circle leaders and members.
Training
The readiness of the management to sanction and support Quality Circle is fundamental to it’s success. Organizational Readiness can be assessed by scrutiny of answers to the following questions:
Is the organization and management competent enough?
Is management willing to settle for long term benefits if short term ones do not materialize?
Is the management flexible and committed enough? Is management willing to accept involvement and
share power?
Organizational Readiness
Recommend
Assess
Clean
Analyse
Report
Action and Implementation
Quality Circle
Process of operation
Problem Identification identify the number of problem
Problem Analysis clarified and analysed
Generate alternative solutions Identify and evaluate causes and generate
number of possible solutions
Select most appropriate solutions Identify & generate causes Generate possible alternative solutions
Prepare plan for action convert solutions to reality
Present solution to management Fore approval
Implement of solution Evaluated recommended solution
How to use the concept
With the help of 3 main parts: Identifying
Free to brainstrom List & analyzed each problem
Analyzing Focus on one problem Create an appropriate solution Involves opinion from member & researcher
Results of Analysis Prepare to solve the problem Explain in- how it works, what solution result
should be Results- shown to the managers & group
Selection of theme
Study
Planning of improveme
nt
Execution of improvemen
t
Conformation of effect
Conclusion
PresentationFormation of
QC CircleRegistration of QC circle
Recorded by Quality
Control Section of
plant
QC circle grand meeting of each division
QC circle grand meeting of each plant
Companywide QC circle grand meeting
Circles acknowledged for excellence participate in the
grand meetings of other firms
How QC Circle Works
Implementing quality circles
Quality circles require top management support
Personal characteristics of facilitators are critical
Scope of project needs to be small enough to be capably addressed by the team
Success of other teams has positive peer pressure effect
Organization• 8 to 10
members, same area moderators
Training• Group
Processes• Data
collection• Problem
Analysis
Problem ID• Brainstormi
ng• List
alternatives• Consensus
Problem Analysis• Data
collection & Analysis
• Cause & effect
Solution• Problems• Result
Presentation• Implementati
on• Monitoring
Brainstorming
Brainstorming is a group participative technique. It unlocks and discloses the untapped creative talents and resources in people.
It is a technique for gathering the greatest number of ideas, which in turn, spark enthusiasm and originality amongst the member of the QC.
Brainstorming is used when the Circle want to:
1.Identifly a problem
2.Investigate the cause
3.Find a solution
Tools
Control Chart Scatter Diagram Histogram Cause & Effect diagram Flowchart Check-sheet Pareto Diagram
Pareto Chart
Vilfredo Pareto (1848-1923) Italian economist 20% of the population has 80% of the
wealth Juran used the term “vital few, trivial
many”. He noted that 20% of the quality problems caused 80% of the dollar loss.
A Pareto Chart
average
UCL
LCL
Control Chart
A Control Chart is simply a run chart with statistically determined upper (Upper Control Limit) and possible lower (Lower Control Limit) lines drawn on either side of the process average.
The UCL is three standard deviations above the average and the LCL is three standard deviations below the average.
30 60 90 120 150
100
80
60
40
20
0
Test
Sco
res
Study Time Minutes
Purpose: When you need to display what happens to one variable when another variable changes in order to test a theory that the two variables are related. It shows possible cause and effect relationships. It cannot prove that one variable causes the other, but it does make it clear whether a relationship exists and the strength of that relationship. The direction and “tightness” of the cluster give a clue to the strength of the relationship between the two variables. If you find the values being repeated, circle that point as many times as appropriate.
Scatter Diagram
Histogram: When you need to discover and display the distribution of data by bar graphing the number of units in each category.
A Histogram displays the distribution of measurement data, such as scores, size, time, or temperature. This is critical since we know that all repeated events will
produce results that vary over time. A Histogram reveals the amount of variation that any process has within it.
Assuming that the perfect arrival time is 8:00 and the goal is to arrive within 5 minutes of the scheduled arrival time, attention needs to be paid to the causes of the later arrival times.60 data points (10 bus drivers logged their
arrival time over 6 day period of time)
Acceptable Bus Arrival Time
1 24
6
14
9 8 74 3 2
0
5
10
15
arrival time at school
freq
uen
cy Lower limit Upper limit
HISTOGRAM
This diagram represents the relationship between some “effect” and all the possible “causes.”
The major causes might be summarized under categories referred to as People, Methods, Materials, Procedures, Machinery, Environment, and/or Policies. However, a QC may use any major category that emerges or helps people think creatively.
From this well-defined list of possible causes, the most likely are identified and selected for further analysis.
When examining each cause, look for things that have changed, deviations from the norm or patterns. For each cause, ask, Why does it happen?” and list the responses as branches off the major causes. This way, a QC looks for causes that appear repeatedly, and reach a team consensus.
Cause & Effect Diagram (Fishbone Diagram)
Major Cause
Major Cause
Major Cause
Major Cause
Sub Causes
EF
FE
CT
QualityProblem
MachinesMeasurement Man
MethodEnvironment Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old / worn
Defective from vendor
Not to specifications
Material-handling problems
Deficienciesin product design
Ineffective qualitymanagement
Poor process design
Inaccuratetemperature control
Dust and Dirt
Flowcharts are a graphical description of how work is done, and are used to describe processes that are to be improved.Flowcharts provide excellent documentation of a program and can be useful for examining how various steps in a process are related to each other. Sometimes it is helpful to draw two flowcharts, one with the actual steps in a process and one with how the process should work. Comparing the two charts will show where there are differences and where
problems generally arise.
" Draw a flowchart for whatever you do. Until you do, you do not know what you are doing,you just have a job.”
-- Dr. W. Edwards Deming.
Flowchart
Flowchart Symbols
Activity
Decision
Report
Complex activity
Group meeting
Multiple reports
The End!
Contribution
Shifts
De
fect
Typ
e
Checksheet
Checksheets form a systematic means of collecting and analysing data.They are special types of data collection forms,and facilitate an organised way of data presentation.
Sample checksheet showing defect type and corresponding shift in which each occurs,and its frequency
Benefits of Quality Circles
Rise Organizational moral Inspire more effective team work Promote Job involvement Create problem solving capabilities by
members of QC’s themselves Promote personal and leadership development Improve communication within the
organization Promote cost function Increase employee motivation
QC Allows benefits from Total Productive Maintenance (TPM) - involvement of the
workforce in process improvement. Lean manufacture includes all of the following participative
concepts - SMED (Single Minute Exchange of Dies) and set up time reduction 5S/5C or CANDO. Autonomation (JIDOKA) - using single part production methods and
the Kanban approach. Root Cause Analysis. Poka Yoka (mistake proofing). Quality related Cost reduction. Flexible Work groups. Improved overall performance
Limitations and problems of QC
Lack of management commitment and support
Resistance by middle management Lack of clear objectives Unrealistic expectations for fast results Failure to get solutions implemented Inadequate training
QUALITY CIRCLE AT WORK
XEROX one of the most well known firms in the world has benefitted from it.Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles.
United Airlines –one of the largest carriers in the USAQuality circles at UA helped tackle the issue of no-shows and sick leaves.Result: Sick leaves were down by 17% and UA could save 18.2 million dollars
QUALITY CIRCLE AT WORK(CONTD)•BHEL-’Navratna’ PSU one of the largest PSU’s in INDIA.•BHEL’s Tiruchirapalli Plant : A large heavy engineering units manufacturing boiler’s and an entire range of equipments required for a thermal power unit.•BHEL-pioneer in implementing QC’s in INDIA. Introduced it in 1981. Introduced in 1984 at the Tiruchirapalli Plant.Impact of Quality Circles in BHEL • Cohesive team work and team spirit. • Work itself is more enjoyable. • Improvement in interpersonal and intergroup relations. • Improvement in the quality of workmanship within the work group. • Greater and prompter response to suggestions given. • Attitudinal changes. • A greater sense of belonging to the group and the organization as a whole. • Positive approach. • Mutual trust.
QUALITY CIRCLE AT WORK(CONTD)•The positive impact at the plant lead to the encouragement of the QC concept •10% in crease in the number of Quality Circles at BHEL
HR AND QUALITY CIRCLEPHILOSOPHY OF QUALITY CIRCLEThe man on job more about its problem than anyone else.Every person is inherently talented and a conducive environment brings the best out People building is more important than people using The above statements clearly underscore the importance of the human element.•Various motivational theories like CHRIS ARGYRIS, FEDRICRICK HERZBERG’S THEORY , DOUGLAS Mc GREGOR’S THEORY, MASLOW’S THEORY OF HIERARCHY helps us understand the various needs of people.•QC Philosophy combines the various needs brought out transforms them into actual practice•Motivation, Participation and Recognition are the three major aspects of QC.
INTANGIBLE BENEFITS OF QUALITY CIRCLEDeveloping the ability of self expressionPersonal Growth resulting from long-term group educational activities.Greater self-confidence of supervisorsMember morale increaseLevel of self supervision improvesHelps develop ability to work in teams and appreciate other’s point of viewBetter exchange of ideas and improvement in communicationThe co-operative activities of the circle cement human relations. It facilitates the satisfaction of members self-esteem needs.The social need of human beings for belonging to a group is satisfied through QC activities.
Thank You