PROCESS OF OPERATION

sunandaC

Sunanda K. Chavan
The operation of quality circles involves a set of sequential steps as under:-


How to Stitch the Problems through QC:-
1. The use of various techniques must be supported with accurate information and data.
Data and information collection or insufficient data could lead to a situation where decisions or corrective action be implemented effectively.
Data and information should be collected for the following purposes:-

(a) To understand the actual situation and to support or reinforce an option;
(b) To established the relationship between the problem and its causes..
Data Compilation Method:-
* Data can be collected using five methods, namely:
(a) Interviews
(b) Questionnaires
(c) Observation
(d) From reports and
(e) From complaints by the public..

* The data collected should be recorded information on the date of Collection, method of collection and the individual who collated the data. The data must be recorded in a manner which facilitates its use that is, it must be arranged in specific categories. For example, it should be categorized according to the four management resources namely, man, method, material and machine..

Sampling:- A way to simplify
In data collection, samples are used. This involves the collection of data from a small population of the total population involved. The sampling techniques generally used are:-
(a) Random Sampling
This process involves the random selection of the sample units. The selection can be made by the use of a random number through table or lists of names to prevent any bias..
(b) Systematic Sampling
This process involves the systematic selection of the sample to be used. For example, choosing every tenth name from a list of names..






(c) Stratified Sampling
This process involves the selection of the sample according to specific categories such as age, sex and income group, etc..
* QC members may use various techniques in the problem-solving process. The effective techniques generally are:-
(a) Brainstorming;
(b) Cause and Effect Analysis;
(c) Check sheets;
(d) Pareto Analysis;
(a) Brainstorming
Brainstorming can be defined as the methodology used to encourage every individual in the Circle to express freely their opinions or give ideas in an open discussion..
Brainstorming can be used to list down all the problem faced by an organization, their causes and the potential effects if a certain suggestion is implemented.






To ensure the success of the brainstorming process, it is important for the Circle to flow the following rules:
(i) The subject for brainstorming should be clear and accurate. For example, members may brainstorm to identify the causes and reasons why a certain task cannot be completed on schedule.

(ii) Each member will give only opinion/idea at each turn regardless of the number of ideas he/she may have..

(iii) A tension-free atmosphere must be maintained to encourage free expression of ideas.

(iv) Every idea expressed should be written on the black/white board, flip chart or noted down by a secretary..

(v) At the end of the brainstorming session, all the ideas expressed should be evaluated one by one and short listed..

(vi) Voting is used to list the ideas according to priority. The prioritization is based on number of votes received for each idea..



(b) Cause and Effect Analysis
The Cause and Effect Analysis is also known as the Fish-Bone Analysis. This technique is used to analyze problems with the identification of causes of a problem through brainstorming. This technique is easy to use as it summarizes, arranges and explains all the causes of a problem which has been identified in the form of a diagram. It also allows for the identification of many possible causes of a problem. There are five steps in the construction of a Cause and Effect Diagram..


Step 1: Identify a Problem
The first step is to identify the problem and to state the problem accurately. For example the problem identified is `Reports Cannot be Printed Within The Time Period Specified'. Start the Cause and Effect Diagram with an arrow pointing from left to right towards the problem:-
-----------------------------------------------------------
EFFECT
CAUSE--------> Reports Cannot be Printed Within The
Time Period Specified
----------------------------------------------------------


Step 2: Determine the Main Causes

A problem is caused by various factors. These factors can be categories according to the resources of production such as man, machine, material and method like:-
DETERMINING THE MAIN CAUSES
Material Man
\ \
\ \
-------------------------> Reports cannot be printed
/ / On Time
/ /
Machine Method








Step 3: Determine the Sub-Causes under the Main Causes
Through a process of brainstorming, the sub-causes of the problem are identified and entered below the appropriate main causes. Where possible, the sub-causes are further broken down into more detailed sub-sub-causes
DETERMINING THE SUB-CAUSES

Material Man
\ \---------------Attitude
\ \ |
\ \ going on emergency leave too often
--------------------------------> Reports cannot be Printed on time
/ /
/ /
/ /
Machine Method
For instance, the sub-cause to the main "Man" is "attitude" and "Going on emergency leave too often" is the sub-sub-cause. this is because a negative attitude results in an officer going on emergency leave too often. When all the sub-causes and the sub-sub causes have been identified, the Cause and Effect Diagram will appear as:-
Material Man
\ \
\----Shortage \---- Lack of manpower
\ of printing \---- No detailed checking
\ supplies \---------------Attitude

c) Check Sheets:-
Check Sheets are an effective means of gathering data in a helpful and meaningful way.
Kaoru Ishikawa is often credited with "democratizing statistics." This relates to his desire to spread quality control ideas throughout the workplace. His tools make it easier to comprehend raw data, making quality improvements simpler. Check Sheets are a perfect example of this. Although they can vary a good deal depending on the type of data being collected, the purpose of the check sheet is always the same.
"The Check Sheet is used to facilitate the collection and analysis of data. 'Garbage in, Garbage out' is an old cliché, but it is true. Therefore, the purpose for which data is being collected must be clear. Data reflects facts, but only if they are properly collected. The number of defects and where they are found can be recorded and analyzed for causes”.

d) Pareto Analysis:-
Pareto analysis provides the mechanism to control and direct effort by fact, not by emotion. It helps to clearly establish top priorities and to identify both profitable and unprofitable targets. Pareto analysis is useful to:
• Prioritize problems, goals, and objectives
• Identify root causes
• Select and define key quality improvement programs
• Select key customer relations and service programs
• Select key employee relations improvement programs
• Select and define key performance improvement programs
• Address the Vital Few and the Trivial Many causes of nonconformance
• Maximize research and product development time
• Verify operating procedures and manufacturing processes
• Product or services sales and distribution
• Allocate physical, financial and human resources


* A Pareto chart is used for:
1) Focusing on critical issues by ranking them in terms of importance and frequency (example: Which course causes the most difficulty for students? Which problem with Product X is most significant to the customers?)

2) Prioritizing problems or causes to efficiently initiate problem solving (example: Which discipline problems should be tackled first? or, what is the most frequent complaint by parents regarding the school? Solution of what production problem will improve quality most?)

3) Analyzing problems or causes by different groupings of data (e.g., by program, by teacher, by school building; by machine, by team)

4) Analyzing the before and after impact of changes made in a process (example: What is the most common complaint of parents before and after the new principal was hired?; has the initiation of a quality improvement program reduced the number of defectives?)

Quality management is not a one time effort but a continual long term endeavor which has to be recognized, reinforced and rewarded by continuous monitoring the ongoing data collection, evaluation, feedback and improvement programmes. The top management should have to create an atmosphere where the management and the workers cooperate with each other for smooth functioning of the organization.
 
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