Quality Circles Pv

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Quality Circles

Prem Vrat


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Definition

Quality Circle consists of a group of work force level people,

usually from within one department ,who meet voluntarily and

regularly to identify, analyze , discuss problems concerning

their work.

A number of these groups located throughout the organization

will discover ways to:-.

Cut costs, Speed up production,

Improve quality,

Reduce absenteeism.

And make the organization a safer and more pleasant place to work in.


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QC BASICALLY PERSUES TWO TYPES

OF PROBLEMS

Those concerned with the personal well-being of the worker

Those concerned with the well-being of thecompany

Perhaps the most important benefit ofQC is:-

effect on peoples attitude and behavior


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HOW?HOWDOES THE QUALITY CIRCLEOPERATIONWORK?

DATA FROM

SPECIALISTS

IF NECESSARY

IMPLEMENT

REVIEW OF

RECOMMEDATION

APPROVAL BY

MANAGEMENT

MANAGEMENT

PRESENTATION

ARRIVE AT

THE BEST

SOLUTION

PROBLEM

ANALYSIS AND

DISCUSS

ALTERNATIVES

PROBLEM

SELECTION BY

MEMBERS

PROBLEM

IDENTIFICATION

QC OPERATIONCYCLE


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OPTIMUM SIZEOF CIRCLE

Optimum size of a QC is 7 or 8

members. The size of the circle can vary

from 2 to 10 members. The number ofmembers should be such that the circle

is effective.

Membership is strictly voluntary. No

one is invited to join and no one is kept

out.


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Objectives

Ensure harmony

Better interrelationship

Effective team work

Job satisfaction

Improve quality

Problem Solving capacity

Problem prevention ability

Communication

Self development

Leadership development

Safety awareness

Productivity

Team building

participation

Self- discipline


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Structure of QC

Top management

SteeringCommittee

Facilitator

Leader, deputy leader

Members

Non- members

Coordinating

Agency 6

5

4

3

2

1


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The function of a member

Attend all the meeting

Learn the quality control techniques

Follow the code of conduct

Participate in the discussion

Help to lure more members


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Leader

The QC leader is elected by the circle

members. Normally the supervisor is

designated to perform this role The leader must be capable of managing

all types of members such as silent,

talkative, playboy and recognition seekers.


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The coordinator or facilitator

Responsible for coordinating and conducting QC

activities.

Functions Forms the link between the circles and the rest of

the organization.

Works closely with the steering committee.

Coaches and trains the circle leaders. Arranges meetings with the management.


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Key functions of the steering committee

Selecting the facilitator.

Decision about rewards.

Establishing the method ofrecognition.

Establishing the promotion andpublicity plan.

Establishing training materials

methods and updating bycontinuous review.

Maintain records on costsaving, implementation cost etc.

Establish circle objectives.

Determine the activities that are

outside the character of thecircle.

Identifying the resources.

Determine the requirement of

consultancy services.

Evaluating in-house capabilityand potentials.

Developing the QC policy and

procedure document.


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To understand the concept andphilosophy in the right perspective.

To translate the philosophy into practicefrom concept to completion.

To make use of the simple statisticalquality control techniques for the

effective analysis of problems in thecircle.

To learn the effective techniques forcommunicating the results and presentingthe activities of the circle.

Training Objectives


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Training of QC members

The leader trains members (with the help ,if

necessary, from the facilitator) during a

portion of circle meetings, as and whenrequired


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Techniques employed in QC

Brain storming.

Data gathering.

Check sheets. Pareto analysis.

Cause and effect diagrams.

Presentation technique.

Histogram. Control charts.

Stratification.

Scatter diagram.


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POTENTIAL PITFALLS FOR THE

FAILUREOF QC

Irregularity in holding the

meeting.

Too much paperwork and

inadequate facility to cope withpaperwork.

Circle running out of innovative

ideas.

Setting unrealistic goals

.

Lack of training or poor training.

Lack of active involvement fromthe leaders and facilitators.

Domination by few members.

Expecting quick results.

Emphasizing on tangible resultsat the initial stage.

Lack of facilities for the meeting

such as meeting room, blackboard.

Contd


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Delay in the implementation of recommendation by

management.

Choosing problems which are too difficult to tackle by circles.

Choosing problems requiring the help of outside agency.

Failure to expose the peripheral services, like

designs,engineering, methods ,purchase, and marketing etc.

Insufficient support from the management.

Union relationship.

POTENTIAL PITFALLS FOR THE

FAILUREOF QC


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Characteristics of Successful QCs

Management is supportive.

Participation is voluntary.

Primary philosophy is people building. Training is an integral part of the programme.

Member learn to work as a team (win and win

philosophy).

Members solve their problems, not stop just

identifying them.


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MISCONCEPTIONS

ABOUT QCQuality circles are not:

Just FOR QUALITY PROBLEMS,

A forum for grievances,

A SPRING board FOR DEMANDS,

A panacea for all ills.

A substitute for:

---Task force---Product committee

---Quality control

---Suggestion scheme


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SALIENT FEATURES

1. Everybody participates & contribute in

process of decision making

2. Problem are chosen , not assigned

3. Decisions is by consensus, not by majority

4. Management blessed , not management

directed

5. Members are responsible for totalperformance ie. Starting from identification

of problem to implementation of the solution

6. Aims at improving the quality of work life


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THANKS!!!

Quality Circles Pv

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