Description
It explains how does the quality circle operation work. What are the functions of the key memebers of the quality circle. It also highlights the potential pitfalls for the failure of quality circles.
Quality Circles
1
2/12/2013
2 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.
QC BASICALLY PERSUES TWO 3 TYPES OF personal well-being of the ? Those concerned with the PROBLEMS
worker ? Those concerned with the well-being of the company
Perhaps the most important benefit of QC is:effect on people’s attitude and behavior
HOW?
HOW DOES THE QUALITY CIRCLE OPERATION WORK?
4
IMPLEMENT
REVIEW OF RECOMMEDATION APPROVAL BY MANAGEMENT
PROBLEM IDENTIFICATION
MANAGEMENT PRESENTATION
QC OPERATION CYCLE
ARRIVE AT THE BEST SOLUTION
PROBLEM SELECTION BY MEMBERS
PROBLEM ANALYSIS AND DISCUSS ALTERNATIVES DATA FROM SPECIALISTS IF NECESSARY
5
• Optimum size of a QC is or 8 members. OPTIMUM SIZE OF7CIRCLE
The size of the circle can vary from 2 to 10 members. The number of members should be such that the circle is effective. • Membership is strictly voluntary. No one is invited to join and no one is kept out.
Objectives
6
? 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
Structure of QC
Coordinating Agency
6
Top management Steering Committee Facilitator
5
4
3
Leader, deputy leader
2
Members
Non- members
1
7
The function of a member
8
? Attend all the meeting
? Learn the quality control techniques
? Follow the code of conduct ? Participate in the discussion
? Help to lure more members
Leader
9
? 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.
The coordinator or facilitator
10
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.
Key functions of the steering committee
11
• Establish circle objectives. • Determine the activities that are outside the character of the circle. • Identifying the resources. • Determine the requirement of consultancy services. • Evaluating in-house capability and potentials. • Developing the QC policy and procedure document.
? Selecting the facilitator. ? Decision about rewards. ? Establishing the method of
recognition. ? Establishing the promotion and publicity plan. ? Establishing training materials methods and updating by continuous review. ? Maintain records on cost saving, implementation cost etc.
Training Objectives
12
? To understand the concept and
philosophy in the right perspective. ? To translate the philosophy into practice from concept to completion. ? To make use of the simple statistical quality control techniques for the effective analysis of problems in the circle. ? To learn the effective techniques for communicating the results and presenting the activities of the circle.
13 Training of QC members
The leader trains members (with the help ,if necessary, from the facilitator) during a portion of circle meetings, as and when required
Techniques14employed in QC
? Brain storming. ? Data gathering. ? Check sheets. ? Pareto analysis. ? Cause and effect diagrams. ? Presentation technique. ? Histogram.
? Control charts.
? Stratification. ? Scatter diagram.
POTENTIAL PITFALLS FOR THE 15 FAILURE OF QC
• Lack of training or poor training. • Lack of active involvement from the leaders and facilitators. • Domination by few members. • Expecting quick results. • Emphasizing on tangible results at the initial stage. • Lack of facilities for the meeting such as meeting room, black board.
? Irregularity in holding the
meeting. ? Too much paperwork and inadequate facility to cope with paperwork. ? Circle running out of innovative ideas.
? Setting unrealistic goals
.
Contd…
POTENTIAL PITFALLS FOR THE 16 FAILURE OF QC
? 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.
Characteristics 17 Successful QC’s of
? 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.
MISCONCEPTIONS 18 ABOUT QC
Quality 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
SALIENT 19 FEATURES
1. 2. 3. 4.
5.
Everybody participates & contribute in process of decision making Problem are chosen , not assigned Decisions is by consensus, not by majority Management blessed , not management directed Members are responsible for total performance ie. Starting from identification of problem to implementation of the solution
THANKS!!!
20
doc_233630158.pptx
It explains how does the quality circle operation work. What are the functions of the key memebers of the quality circle. It also highlights the potential pitfalls for the failure of quality circles.
Quality Circles
1
2/12/2013
2 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.
QC BASICALLY PERSUES TWO 3 TYPES OF personal well-being of the ? Those concerned with the PROBLEMS
worker ? Those concerned with the well-being of the company
Perhaps the most important benefit of QC is:effect on people’s attitude and behavior
HOW?
HOW DOES THE QUALITY CIRCLE OPERATION WORK?
4
IMPLEMENT
REVIEW OF RECOMMEDATION APPROVAL BY MANAGEMENT
PROBLEM IDENTIFICATION
MANAGEMENT PRESENTATION
QC OPERATION CYCLE
ARRIVE AT THE BEST SOLUTION
PROBLEM SELECTION BY MEMBERS
PROBLEM ANALYSIS AND DISCUSS ALTERNATIVES DATA FROM SPECIALISTS IF NECESSARY
5
• Optimum size of a QC is or 8 members. OPTIMUM SIZE OF7CIRCLE
The size of the circle can vary from 2 to 10 members. The number of members should be such that the circle is effective. • Membership is strictly voluntary. No one is invited to join and no one is kept out.
Objectives
6
? 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
Structure of QC
Coordinating Agency
6
Top management Steering Committee Facilitator
5
4
3
Leader, deputy leader
2
Members
Non- members
1
7
The function of a member
8
? Attend all the meeting
? Learn the quality control techniques
? Follow the code of conduct ? Participate in the discussion
? Help to lure more members
Leader
9
? 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.
The coordinator or facilitator
10
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.
Key functions of the steering committee
11
• Establish circle objectives. • Determine the activities that are outside the character of the circle. • Identifying the resources. • Determine the requirement of consultancy services. • Evaluating in-house capability and potentials. • Developing the QC policy and procedure document.
? Selecting the facilitator. ? Decision about rewards. ? Establishing the method of
recognition. ? Establishing the promotion and publicity plan. ? Establishing training materials methods and updating by continuous review. ? Maintain records on cost saving, implementation cost etc.
Training Objectives
12
? To understand the concept and
philosophy in the right perspective. ? To translate the philosophy into practice from concept to completion. ? To make use of the simple statistical quality control techniques for the effective analysis of problems in the circle. ? To learn the effective techniques for communicating the results and presenting the activities of the circle.
13 Training of QC members
The leader trains members (with the help ,if necessary, from the facilitator) during a portion of circle meetings, as and when required
Techniques14employed in QC
? Brain storming. ? Data gathering. ? Check sheets. ? Pareto analysis. ? Cause and effect diagrams. ? Presentation technique. ? Histogram.
? Control charts.
? Stratification. ? Scatter diagram.
POTENTIAL PITFALLS FOR THE 15 FAILURE OF QC
• Lack of training or poor training. • Lack of active involvement from the leaders and facilitators. • Domination by few members. • Expecting quick results. • Emphasizing on tangible results at the initial stage. • Lack of facilities for the meeting such as meeting room, black board.
? Irregularity in holding the
meeting. ? Too much paperwork and inadequate facility to cope with paperwork. ? Circle running out of innovative ideas.
? Setting unrealistic goals
.
Contd…
POTENTIAL PITFALLS FOR THE 16 FAILURE OF QC
? 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.
Characteristics 17 Successful QC’s of
? 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.
MISCONCEPTIONS 18 ABOUT QC
Quality 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
SALIENT 19 FEATURES
1. 2. 3. 4.
5.
Everybody participates & contribute in process of decision making Problem are chosen , not assigned Decisions is by consensus, not by majority Management blessed , not management directed Members are responsible for total performance ie. Starting from identification of problem to implementation of the solution
THANKS!!!
20
doc_233630158.pptx