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INTRODUCTION
Quality Circle is a small group of employees in the same work-area or doing a similar types of
works who voluntarily meet regularly for about an hour every week to identify analyze and
resolve works ndash related problems leading to improvement in their total performance and
enrichment of their work-life
The above definition reveals the following features of Quality Circles
1 Small group of employees Experience has shown that the optimum number of members in
quality circles is about 8 to 10 The philosophy behind small groups is it should allow every
member to actively participate and that fairly grade number lsquominimize of employees should be
present for the meetings
2 In the same work-area or doing similar type of works Quality circle is a homogeneous group
and not the inter-departmental group Designation of members need not necessarily be equal but
the work in which they all are engaged should be common
3 Voluntarily (Quality circle is not adopted practice but voluntary in nature Employees join
Quality Circles on their own
4 Meet regularly for about in hour every week Normally Quality Circles should meet for about
an hour every weeks which would help the members to identify and resolve problems as and
when they occur
5 To identify analyze and resolve work-related problems The accepted theory is Unit the
workeremployees who do the works day after day better know the problems limiting the
excellence The problems are identified by the members themselves by brainstorming and also
on the request from management and other departments The problems are then arranged priority
wise to tackle them in a systematic manner
6 Leading to improvement in their total performance As the Quality Circle resolves the problem
relating to quality cost-reduction safety etc the total performance of the work-area goes up
7 Enrichment of their work-life Quality Circle enriches the quality of work-life It also helps
employees change attitudes and learn team culture
The concept of Quality Circle is primarily based upon recognition of the value of the worker as a
human being as someone who willingly activises on his job his wisdom intelligence
experience attitude and feelings It is based upon the human resource management considered as
one of the key factors in the improvement of product quality amp productivity
Quality Circle concept has three major attributes
a Quality Circle is a form of participation management
b Quality Circle is a human resource development technique
c Quality Circle is a problem solving technique
Quality circle Its Composition
- Itrsquos a small group comprising of 6 to 12 employees doing similar work
- They meet together voluntarily on a regular basis for identifying improvements in their
respective work areas
- Their aim to achieve and so also to sustain excellence towards mutual upliftment of employees
as well as the organization
Undercurrent of Quality Circle-
The objectives of Quality Circles are multi-faced
a) Change in Attitude
- From ldquoI donrsquot carerdquo to ldquoI do carerdquo
- Continuous improvement in quality of work life through humanization of work
b) Self Development
- Bring out lsquoHidden Potentialrsquo of people
- People get to learn additional skills
c) Development of Team Spirit
- Individual Vs Team ndash ldquoI could not do but we did itrdquo
- Eliminate inter departmental conflicts
d) Improved Organizational Culture
- Positive working environment
- Total involvement of people at all levels
- Higher motivational level
History of Quality Circle
Quality circles were originally associated with Japanese management and manufacturing
techniques The introduction of quality circles in Japan in the postwar years was inspired by the
lectures of W Edwards Deming (1900-1993) a statistician for the US government Deming
based his proposals on the experience of US firms operating under wartime industrial standards
Noting that American management had typically given line managers and engineers about 85
percent of the responsibility for quality control and line workers only about 15 percent Deming
argued that these shares should be reversed He suggested redesigning production processes to
more fully account for quality control and continuously educating all employees in a firmmdashfrom
the top downmdashin quality control techniques and statistical control technologies Quality circles
were the means by which this continuous education was to take place for production workers
Compete History of Evolution of Quality Circles
1947 General Douglas McArthur requested US Govt to send experts to help Japanese
rejuvenate their industries Dr Edward Deming was sent
1949 An Overseas Technical Research Committee was organized by the Union of Japanese
Scientists and Engineers (JUSE)
1949 JUSE organized a seminar on ldquoSQCrdquo
1949 JUSE organized a seminar ldquoQuality Control- Basic Courserdquo
1950 JUSE published a magazine ldquoSQCrdquo
1950 Dr Deming invited to eight day Quality Control seminar organized by JUSE
1951 Deming prize instituted
1954 Dr Joseph Juran invited to Quality Control Management seminar organized by JUSE
1956 Japanrsquos radio started broadcasting a Quality Control Course organized by JUSE
1960 Japanese Govt declared November as Quality Month and Q-flag was adopted
Quality Control Circles (Japan)
1962 First QC Circle was registered with QC Circle Head Quarters
1962 First annual QC Conference for Foremen was held
1964 Regional chapters of QC Circles were organized in four different districts
1966 Dr Juran observed Japanese QC Circle activities
1966 Special QC Circle session was organized at the 10th conference of European Organization
for Quality Control held in Stockholm Sweden
1967 Number of registered QC Circles grew to 10000
1968 JUSE dispatched the first QC Circle Study Team overseas
1969 Registered Circles grew to 20000
1969 100th QC Circle Conference was held in Tokyo
1970 Registered Circles grew to 30000
1971 JUSE organized the first QC Circle seminar
1971 200th QC conference was held
1971 Registered QC Circles grew to 40000
1971 First National QC Circle Conference was held in Tokyo
1972 Regional Circles grew to 50000
1973 300th QC Circle Conference was held
1974 Registered circles grew to 60000
1974 400th QC Circle conference was held
1975 Registered Circles grew to 70000 500th Conference was held
1977 Registered Circles grew to 80000 700th Conference was held
1978 Registered Circles grew to 90000
1978 First international QC Circle Convention was held
1979 800th QC Circle Conference was held
1979 Registered QC Circle Conference numbered 100000
1980 900th Conference was held
1981 International QC Circle Convention was held
1985 Third International QC Circle Convention was held
1988 More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974 Lockheed Company USA started Quality Circle movement
1977 International Association of Quality Circles (IACC) was formed in USA
1980 230 companies in USA had Quality Circles
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Quality Circle concept has three major attributes
a Quality Circle is a form of participation management
b Quality Circle is a human resource development technique
c Quality Circle is a problem solving technique
Quality circle Its Composition
- Itrsquos a small group comprising of 6 to 12 employees doing similar work
- They meet together voluntarily on a regular basis for identifying improvements in their
respective work areas
- Their aim to achieve and so also to sustain excellence towards mutual upliftment of employees
as well as the organization
Undercurrent of Quality Circle-
The objectives of Quality Circles are multi-faced
a) Change in Attitude
- From ldquoI donrsquot carerdquo to ldquoI do carerdquo
- Continuous improvement in quality of work life through humanization of work
b) Self Development
- Bring out lsquoHidden Potentialrsquo of people
- People get to learn additional skills
c) Development of Team Spirit
- Individual Vs Team ndash ldquoI could not do but we did itrdquo
- Eliminate inter departmental conflicts
d) Improved Organizational Culture
- Positive working environment
- Total involvement of people at all levels
- Higher motivational level
History of Quality Circle
Quality circles were originally associated with Japanese management and manufacturing
techniques The introduction of quality circles in Japan in the postwar years was inspired by the
lectures of W Edwards Deming (1900-1993) a statistician for the US government Deming
based his proposals on the experience of US firms operating under wartime industrial standards
Noting that American management had typically given line managers and engineers about 85
percent of the responsibility for quality control and line workers only about 15 percent Deming
argued that these shares should be reversed He suggested redesigning production processes to
more fully account for quality control and continuously educating all employees in a firmmdashfrom
the top downmdashin quality control techniques and statistical control technologies Quality circles
were the means by which this continuous education was to take place for production workers
Compete History of Evolution of Quality Circles
1947 General Douglas McArthur requested US Govt to send experts to help Japanese
rejuvenate their industries Dr Edward Deming was sent
1949 An Overseas Technical Research Committee was organized by the Union of Japanese
Scientists and Engineers (JUSE)
1949 JUSE organized a seminar on ldquoSQCrdquo
1949 JUSE organized a seminar ldquoQuality Control- Basic Courserdquo
1950 JUSE published a magazine ldquoSQCrdquo
1950 Dr Deming invited to eight day Quality Control seminar organized by JUSE
1951 Deming prize instituted
1954 Dr Joseph Juran invited to Quality Control Management seminar organized by JUSE
1956 Japanrsquos radio started broadcasting a Quality Control Course organized by JUSE
1960 Japanese Govt declared November as Quality Month and Q-flag was adopted
Quality Control Circles (Japan)
1962 First QC Circle was registered with QC Circle Head Quarters
1962 First annual QC Conference for Foremen was held
1964 Regional chapters of QC Circles were organized in four different districts
1966 Dr Juran observed Japanese QC Circle activities
1966 Special QC Circle session was organized at the 10th conference of European Organization
for Quality Control held in Stockholm Sweden
1967 Number of registered QC Circles grew to 10000
1968 JUSE dispatched the first QC Circle Study Team overseas
1969 Registered Circles grew to 20000
1969 100th QC Circle Conference was held in Tokyo
1970 Registered Circles grew to 30000
1971 JUSE organized the first QC Circle seminar
1971 200th QC conference was held
1971 Registered QC Circles grew to 40000
1971 First National QC Circle Conference was held in Tokyo
1972 Regional Circles grew to 50000
1973 300th QC Circle Conference was held
1974 Registered circles grew to 60000
1974 400th QC Circle conference was held
1975 Registered Circles grew to 70000 500th Conference was held
1977 Registered Circles grew to 80000 700th Conference was held
1978 Registered Circles grew to 90000
1978 First international QC Circle Convention was held
1979 800th QC Circle Conference was held
1979 Registered QC Circle Conference numbered 100000
1980 900th Conference was held
1981 International QC Circle Convention was held
1985 Third International QC Circle Convention was held
1988 More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974 Lockheed Company USA started Quality Circle movement
1977 International Association of Quality Circles (IACC) was formed in USA
1980 230 companies in USA had Quality Circles
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
History of Quality Circle
Quality circles were originally associated with Japanese management and manufacturing
techniques The introduction of quality circles in Japan in the postwar years was inspired by the
lectures of W Edwards Deming (1900-1993) a statistician for the US government Deming
based his proposals on the experience of US firms operating under wartime industrial standards
Noting that American management had typically given line managers and engineers about 85
percent of the responsibility for quality control and line workers only about 15 percent Deming
argued that these shares should be reversed He suggested redesigning production processes to
more fully account for quality control and continuously educating all employees in a firmmdashfrom
the top downmdashin quality control techniques and statistical control technologies Quality circles
were the means by which this continuous education was to take place for production workers
Compete History of Evolution of Quality Circles
1947 General Douglas McArthur requested US Govt to send experts to help Japanese
rejuvenate their industries Dr Edward Deming was sent
1949 An Overseas Technical Research Committee was organized by the Union of Japanese
Scientists and Engineers (JUSE)
1949 JUSE organized a seminar on ldquoSQCrdquo
1949 JUSE organized a seminar ldquoQuality Control- Basic Courserdquo
1950 JUSE published a magazine ldquoSQCrdquo
1950 Dr Deming invited to eight day Quality Control seminar organized by JUSE
1951 Deming prize instituted
1954 Dr Joseph Juran invited to Quality Control Management seminar organized by JUSE
1956 Japanrsquos radio started broadcasting a Quality Control Course organized by JUSE
1960 Japanese Govt declared November as Quality Month and Q-flag was adopted
Quality Control Circles (Japan)
1962 First QC Circle was registered with QC Circle Head Quarters
1962 First annual QC Conference for Foremen was held
1964 Regional chapters of QC Circles were organized in four different districts
1966 Dr Juran observed Japanese QC Circle activities
1966 Special QC Circle session was organized at the 10th conference of European Organization
for Quality Control held in Stockholm Sweden
1967 Number of registered QC Circles grew to 10000
1968 JUSE dispatched the first QC Circle Study Team overseas
1969 Registered Circles grew to 20000
1969 100th QC Circle Conference was held in Tokyo
1970 Registered Circles grew to 30000
1971 JUSE organized the first QC Circle seminar
1971 200th QC conference was held
1971 Registered QC Circles grew to 40000
1971 First National QC Circle Conference was held in Tokyo
1972 Regional Circles grew to 50000
1973 300th QC Circle Conference was held
1974 Registered circles grew to 60000
1974 400th QC Circle conference was held
1975 Registered Circles grew to 70000 500th Conference was held
1977 Registered Circles grew to 80000 700th Conference was held
1978 Registered Circles grew to 90000
1978 First international QC Circle Convention was held
1979 800th QC Circle Conference was held
1979 Registered QC Circle Conference numbered 100000
1980 900th Conference was held
1981 International QC Circle Convention was held
1985 Third International QC Circle Convention was held
1988 More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974 Lockheed Company USA started Quality Circle movement
1977 International Association of Quality Circles (IACC) was formed in USA
1980 230 companies in USA had Quality Circles
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
1960 Japanese Govt declared November as Quality Month and Q-flag was adopted
Quality Control Circles (Japan)
1962 First QC Circle was registered with QC Circle Head Quarters
1962 First annual QC Conference for Foremen was held
1964 Regional chapters of QC Circles were organized in four different districts
1966 Dr Juran observed Japanese QC Circle activities
1966 Special QC Circle session was organized at the 10th conference of European Organization
for Quality Control held in Stockholm Sweden
1967 Number of registered QC Circles grew to 10000
1968 JUSE dispatched the first QC Circle Study Team overseas
1969 Registered Circles grew to 20000
1969 100th QC Circle Conference was held in Tokyo
1970 Registered Circles grew to 30000
1971 JUSE organized the first QC Circle seminar
1971 200th QC conference was held
1971 Registered QC Circles grew to 40000
1971 First National QC Circle Conference was held in Tokyo
1972 Regional Circles grew to 50000
1973 300th QC Circle Conference was held
1974 Registered circles grew to 60000
1974 400th QC Circle conference was held
1975 Registered Circles grew to 70000 500th Conference was held
1977 Registered Circles grew to 80000 700th Conference was held
1978 Registered Circles grew to 90000
1978 First international QC Circle Convention was held
1979 800th QC Circle Conference was held
1979 Registered QC Circle Conference numbered 100000
1980 900th Conference was held
1981 International QC Circle Convention was held
1985 Third International QC Circle Convention was held
1988 More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974 Lockheed Company USA started Quality Circle movement
1977 International Association of Quality Circles (IACC) was formed in USA
1980 230 companies in USA had Quality Circles
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
1972 Regional Circles grew to 50000
1973 300th QC Circle Conference was held
1974 Registered circles grew to 60000
1974 400th QC Circle conference was held
1975 Registered Circles grew to 70000 500th Conference was held
1977 Registered Circles grew to 80000 700th Conference was held
1978 Registered Circles grew to 90000
1978 First international QC Circle Convention was held
1979 800th QC Circle Conference was held
1979 Registered QC Circle Conference numbered 100000
1980 900th Conference was held
1981 International QC Circle Convention was held
1985 Third International QC Circle Convention was held
1988 More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974 Lockheed Company USA started Quality Circle movement
1977 International Association of Quality Circles (IACC) was formed in USA
1980 230 companies in USA had Quality Circles
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
1983 There were more than 500000 known Quality Circles active in the world
Quality Circles (India)
1980 BHEL Hyderabad first in India to start Quality Circles
1982 Quality Circle Forum of India (QCFI) was founded
1983 Tata Motors (formerly Telco) started Quality Circles by 1985 they had more than 400
Circles
1985 BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
Promote job involvement
Create problem solving capability
Improve communication
Promote leadership qualities
Promote personal development
Develop a greater awareness for cleanliness
Develop greater awareness for safety
Improve morale through closer identity of employee objectives
Reduce errors
Enhance quality
Inspire more effective team work
Build an attitude of problem prevention
Promote cost reduction
Develop harmonious manager supervisor and worker relationship
Improve productivity
Reduce downtime of machines and equipment
Increase employee motivation
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Formal and Informal Groups
Formal Groups
Family
Organization
Departments
Informal Groups
Employees meet near water cooler and gossip
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job
Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles
All employees of a section meet and discuss how to improve and beautify office layouts
Seven workers of a production shop floor meet once a week to solve their technical problems
Maintenance department staff meets regularly to maintain machines in a better way
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
What Quality Circles are Not (Misconcepts)
Quality Circles do not tackle just quality problems
Quality Circle is not a substitute or replacement for task forces product committees joint plant councils or works committees quality assurance department suggestion schemes
Quality Circles do not change the existing organizational structure or the chain of command
Quality Circles are not a forum for grievances or a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not just another techniques
Quality Circles are not a panacea for all ills
Quality Circle Meetings
Meetings are important part of quality circles working
Meetings are attended by all the members of the quality circle
In general meetings take place once a week or once in a fortnight
Each meeting lasts for approximately one hour though variations are possible
Apart from the frequency of the meetings what is important is the regularity of the meetings
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
What Takes Place During Quality Circle Meetings
Any of the several activities may occur during a meeting such as
Identifying a theme or a problem to work on
Getting training as required to enable members to analyze problems
Analyzing problem(s)
Preparing recommendations for implementing solution(s)
Follow up of implementation of suggestions
Prepare for a presentation to the management
Areas of interest to quality circle
Quality improvement
Efficiency improvement in service organization
Cost reduction
Process control during manufacturing
Safety in materials handling and equipment operations
Equipment and manpower utilization
Reduction in work in progress
Job improvement
Reduction in machine maintenance problems
Reduction in human errors
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Why Quality Circle
It is said that 95 of the problems in workshops can be solved through Quality circle control
tools The Japanese have experienced this The qualitycontrol tools useful for QCCs are Pareto
Diagrams Cause-and-EffectDiagrams Stratification Check Sheets Histograms Scatter
Diagrams Graphs and Control Charts Also logical thinking and experience are amust for
solving problems
Therefore the main objectives of QC are
To improve quality and productivity
To reduce the cost of products or services by waste reduction safety effective utilization of resources avoiding unnecessary errors and defects
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org and make full use of human resources
To improve communication within the organization
To improve employees loyalty and commitment to the organization and its goals (Promoting Morale of employees)
To build a happy bright meaningful work environment
To satisfy the human needs of recognition achievement and self Development
Structure of Quality Circles Program
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Six Basic Elements
1 Top management
2 Steering Committee
3 Facilitators
4 Leaders
5 Members
6 Non members
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles 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 of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization
Provide full support and encouragement to quality circle movement in the organization
Provide leadership and guidance to develop the quality circle models structure and policies
Design the opportunities for presentations by the quality circles
Facilitate the approval and implementation of the solutions presented by quality circles
Sanction the necessary monetary budgets for smooth working of quality circles
Provide the logistic support as needed (presentation venues meeting rooms time finance training facilities etc)
Plan out and execute various training programs for the existing and prospective quality circle facilitators leaders and members
Give due recognition to quality circles their members and their work by way of prizes felicitations and other means
Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole
Review the performance and progress of quality circles periodically
Roles of Facilitators
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Act as an effective link between the quality circles and the management
Coordinate the work of several quality circles through their respective leaders
Act as a resource person for the quality circles being facilitated
Arrange for obtaining necessary expertise from other agencies and quality circles
Keep the motivation and morale level of all the leaders and members at the highest level
Review the progress of each circle periodically and lead them appropriately
Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs
Transfer the knowledge and skills to the leaders and the members
Arrange for additional training to the leaders and members as required
Arrange for necessary monetary budgets and keep the required records
Facilitate and guide the quality circle leaders and members to make the management presentations
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members
Ensure maximum attendance of all the members in the meetings
Conduct the meetings effectively
Motivate the members for their full participation in the proceedings of quality circle meetings and related activities
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Facilitate the members in data collection
Maintain the records of quality circles meetings and other related activities
Interact with other quality circle leaders
Interact with the quality circle facilitator frequently
Make presentations of solutions to the management Involve the members in making the presentations
Seek management approvals of the solutions
Ensure implementation of the approved solutions with the active involvement of the members
Arrange first time training and later on the refresher training of the members and self in the quality circles group process tools and techniques
Roles of Members
Focus on organizational objectives through the theme(s) selected for ones quality circle
Themeproblem should be related to work
Do not bring in the personal issues or problems as the themes of quality circles
Demonstrate mutual respect
Take training in all the aspects of quality circles
Acquire the necessary skills in various quality circle tools and techniques
Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Attend all the meetings of quality circle When unavoidable to attend the meeting seek prior permission of the quality circle leader
Participate in implementing the finalized solutions
How to implement quality circle
Firstly the management is informed about the quality control circle process that is being planned
A committee is formed and key persons such as a coordinator in-house coach are selected
The scope is defined and areas of application identified
First-line supervisors in the identified areas are given QCC presentations It is important to make these impressive and valuable tips on the subject are available
This is followed up with extensive training for coordinators and middle management on the process and their roles
Employees are invited to become members of a circle and trained suitably once they sign up Thus a circle is formed and begins work These may give rise to other circles
Problems are discussed and solved in a systematic manner in the QCCs It is very important that solutions are implemented as quickly as possible to maintain the momentum
Usually QCC programs must operate in all sections of the company ie in the offices service
operations and manufacturing But remember while the size of the company is not important to a
programs success the following factors certainly are
Voluntary participation
Management support Employee empowerment Training programs Team work Problem solving skills
Process of Operation of Quality Circles
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
PDCA CYCLE
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
How Do Quality Circles Operate
Appointment of a steering committee facilitator and QC team leaders
Formation of QCs by nominationvoluntary enrolment of QC members
Training of all QC members (by an expert consultant)
Training of non-participating employees (by an expert consultant)
Problem data bank and identification of problems for QC work
QC problem resolution by QCs through standardized techniques
Presentation of QC solutions to management
Evaluation of awardrecognition
Stages of Adoption
The quality circles programme has to be introduced very cautiously with care So that it can
receive the acceptability and appreciation of one and all
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
This program can be adopted in the following stages -
1 EVALUATION OF FEASIBILITY
2 GENERAL AWARENESS PROGRAMMES
3 PLANNING AND ORGANISATION OF CIRCLES
4 ORIENTATION OF FACILITATORS AND LEADERS
5 ADOPTATION OF CIRCLES
6 MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health so as to determine the practical feasibility of introducing circles
It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner
GENERAL AWARENESS PROGRAMMES
Before circles can be started people in the introducing this idea at all levels have to made aware about it
This awareness exercise may consist of informal discussions in suitable groups talks to large gatherings seminars distribution of brochures and publicity literature on QCs prepared in the local languages of workers slide shows video shows and films
PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel the areas in which circles are to be immediately formed are decided and accordingly leaders and facilitators are chosen and a steering committee is formed
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
It should be made explicitly clear that circles are not substitutes for the task plant council or suggestion scheme
They are voluntary not management inspired or management nominated
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles
This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers
All required help in the form of data documents reports assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time have to be studied and appropriate actions taken for their speedy implementation
It has to be ensured that QC once started function smoothly and perform well for which cooperation from all concerned must be available
Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques These are called the old QC tools
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Brainstorming
Pareto analysis
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)
Histogram
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination
Brainstorming-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination In the book Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions
Brainstorming has become a popular group technique and has aroused attention in academia
Multiple studies have been conducted to test Osbornrsquos postulation that brainstorming is more
effective than individuals working alone in generating ideas Some researchers have concluded
that the statement is false (brainstorming is not effective) while others uncovered flaws in the
research and determined that the results are inconclusive Furthermore researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity
of brainstorming However there is no empirical evidence to indicate that any variation is more
effective than the original technique
Nonetheless brainstorming can be of great utility when the group accounts for and works to
minimize the group processes that decrease its effectiveness
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
There are four basic rules in brainstorming (Osborn 1963) intended to reduce social inhibitions among team members stimulate idea generation and increase overall creativity
o No criticism Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas Criticism is reserved for the evaluation stage of the the process This allows the members to feel comfortable with the idea of generating unusual ideas
o Welcome unusual ideas Unusual ideas are welcomed as it is normally easier to tame down than to tame up as new ways of thinking and looking at the world may provide better solutions
o Quantity Wanted The greater the number of ideas generated the greater the chance of producing a radical and effective solution
o Combine and improve ideas Not only are a variety of ideals wanted but also ways to combine ideas in order to make them better
Pareto analysis-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect It uses the Pareto principle ndash the idea that
by doing 20 of work 80 of the advantage of doing the entire job can be generated Or in
terms of quality improvement a large majority of problems (80) are produced by a few key
causes (20)
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention In essence the problem-solver estimates the benefit delivered by each
action then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts However it can be limited by its exclusion of possibly important
problems which may be small initially but which grow with time It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example
This technique helps to identify the top 20 of causes that need to be addressed to resolve the
80 of the problems Once the top 20 of the causes are identified then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems
The application of the Pareto analysis in risk management allows management to focus on the
20 of the risks that have the most impact on the project
Steps to identify the important causes using Pareto analysis
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Step 1 Form an explicit table listing the causes and their frequency as a percentage
Step 2 Arrange the rows in the decreasing order of importance of the causes (ie the most
important cause first)
Step 3 Add a cumulative percentage column to the table
Step 4 Plot with causes on x- and cumulative percentage on y-axis
Step 5 Join the above points to form a curve
Step 6 Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
Step 7 Draw line at 80 on y-axis parallel to x-axis Then drop the line at the point of
intersection with the curve on x-axis This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
Step 8 Explicitly review the chart to ensure that at least 80 of the causes are captured
Ishikawa diagrams
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Ishikawa diagrams (also called fishbone diagrams or herringbone diagrams cause-and-effect
diagrams or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990)[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an overall effect Each cause or
reason for imperfection is a source of variation Causes are usually grouped into major categories
to identify these sources of variation
The categories typically include
People Anyone involved with the process Methods How the process is performed and the specific requirements for doing it such as
policies procedures rules regulations and laws Machines Any equipment computers tools etc required to accomplish the job Materials Raw materials parts pens paper etc used to produce the final product Measurements Data generated from the process that are used to evaluate its quality Environment The conditions such as location time temperature and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s who pioneered quality
management processes in the Kawasaki shipyards and in the process became one of the
founding fathers of modern management
It was first used in the 1940s and is considered one of the seven basic tools of quality control It
is known as a fishbone diagram because of its shape similar to the side view of a fish skeleton
Cause and effect diagram (or fish bone diagram or Ishikawa diagram)-
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
This diagram represents the relationship between some ldquoeffectrdquo and all the possible ldquocausesrdquo
The major causes might be summarized under categories referred to as People Methods Materials Procedures Machinery Environment andor 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 happenrdquo 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
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
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
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 800 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
Scatter Diagramm
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data
The data is displayed as a collection of points each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis This kind of plot is also called a scatter chart scattergram scatter
diagram or scatter graph
752 754 756 758 800 802 804 806 808 810 8120
5
10
15
1 24
6
14
9 8 7
4 3 2
Acceptable Bus Arrival Time
arrival time at school
fre
qu
en
cy
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
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 ldquotightnessrdquo 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
Stratification
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run chart)
lsquoStratificationrsquo is a term used to characterize a structure of inequality where (a) individuals occupy differentiated structural positions and (b) the positions are situated in layers (or strata) that are ranked hierarchically according to broadly recognized standards The implied reference to sedimentary layers from geology reflects the relative permanence of the posited structure and the long history that is assumed to have generated it Stratification researchers focus primarily on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata
(b) the mobility of individuals between strata and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent inequalities between strata
The structural orientation of stratification scholarship can be contrasted with distributional approaches to the study of inequality that have dominated economics Modelling the distribution of valued resources across individuals makes possible explanations of change in response to short-run interventions and shocks from unforeseen exogenous events For stratification researchers short-run variation in inequality is considered to be noise that dissipates as social inequalities are reproduced
Check sheet-
The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated The document is typically a blank form that is designed for the quick easy and efficient recording of the desired information which can be either quantitative or qualitative When the information is quantitative the checksheet is sometimes called a tally sheet
A defining characteristic of a checksheet is that data is recorded by making marks (checks) on it A typical checksheet is divided into regions and marks made in different regions have different significance Data is read by observing the location and number of marks on the sheet 5 Basic types of Check Sheets
Classification A trait such as a defect or failure mode must be classified into a category Location The physical location of a trait is indicated on a picture of a part or item being
evaluated Frequency The presence or absence of a trait or combination of traits is indicated Also
number of occurrences of a trait on a part can be indicated Measurement Scale A measurement scale is divided into intervals and measurements are
indicated by checking an appropriate interval Check List The items to be performed for a task are listed so that as each is accomplished it
can be indicated as having been completed
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Control charts-
Control charts also known as Shewhart charts or process-behaviour charts in statistical process control are tools used to determine whether a manufacturing or business process is in a state of statistical control
If analysis of the control chart indicates that the process is currently under control (ie is stable with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
to process control parameters are needed or desirable In addition data from the process can be used to predict the future performance of the process If the chart indicates that the process being monitored is not in control analysis of the chart can help determine the sources of variation which can then be eliminated to bring the process back into control A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process
The control chart can be seen as part of an objective and disciplined approach that enables correct decisions regarding control of the process including whether to change process control parameters Process parameters should never be adjusted for a process that is in control as this will result in degraded process performance A process that is stable but operating outside of desired limits (eg scrap rates may be in statistical control but above desired limits) needs to be improved through a deliberate effort to understand the causes of current performance and fundamentally improve the process
The control chart is one of the seven basic tools of quality control
Chart details
A control chart consists of
Points representing a statistic (eg a mean range proportion) of measurements of a quality characteristic in samples taken from the process at different times [the data]
The mean of this statistic using all the samples is calculated (eg the mean of the means mean of the ranges mean of the proportions)
A center line is drawn at the value of the mean of the statistic The standard error (eg standard deviationsqrt(n) for the mean) of the statistic is also
calculated using all the samples Upper and lower control limits (sometimes called natural process limits) that indicate the
threshold at which the process output is considered statistically unlikely are drawn typically at 3 standard errors from the center line
The chart may have other optional features including
Upper and lower warning limits drawn as separate lines typically two standard errors above and below the center line
Division into zones with the addition of rules governing frequencies of observations in each zone
Annotation with events of interest as determined by the Quality Engineer in charge of the processs quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average
GRAPH
In mathematics a graph is an abstract representation of a set of objects where some pairs of the objects are connected by links The interconnected objects are represented by mathematical abstractions called vertices and the links that connect some pairs of vertices are called edges Typically a graph is depicted in diagrammatic form as a set of dots for the vertices joined by lines or curves for the edges Graphs are one of the objects of study in discrete mathematics
The edges may be directed (asymmetric) or undirected (symmetric) For example if the vertices represent people at a party and there is an edge between two people if they shake hands then this is an undirected graph because if person A shook hands with person B then person B also shook hands with person A On the other hand if the vertices represent people at a party and there is an edge from person A to person B when person A knows of person B then this graph is directed because knowing of someone is not necessarily a symmetric relation (that is one person knowing of another person does not necessarily imply the reverse for example many fans may know of a celebrity but the celebrity is unlikely to know of all their fans) This latter type of graph is called a directed graph and the edges are called directed edges or arcs
Vertices are also called nodes or points and edges are also called lines Graphs are the basic subject studied by graph theory The word graph was first used in this sense by JJ Sylvester in 1878
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
New QC Tools
Quality circles started using additional seven tools as they started maturing These are
1 Relations diagram
2 Affinity diagram
3 Systematic diagram or Tree diagram
4 Matrix diagram
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
5 Matrix data analysis diagram
6 PDPC (Process Decision Program Chart)
7 Arrow diagram
Explaination
Relations diagram
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the different relationships between factors areas or processes Why are they worthwhile Because they make it easy to pick out the factors in a situation which are the ones which are driving many of the other symptoms or factors For example a relations diagram of urban poverty might start out something like this
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Instead of one item following another in a logical sequence each item is connected to many other pieces showing that they have an impact on each one Once all the relevant connections between items have been drawn the connections are counted Those with the most connections will usually be the most important factors to focus on
While the relations diagram is one of the 7 New QC Tools described in the Japanese classicManagement for Quality Improvement it is less frequently used than some of its stablemates However in a fairly tangled situation it is a powerful means of forcing a group to map out the interactions between factors and usually helps bring the most important issues into focus
To create a Relations Diagram
1 Agree on the issue or question2 Add a symbol to the diagram for every element involved in the issue3 Compare each element to all others Use an influence arrow to connect related
elements4 The arrows should be drawn from the element that influences to the one influenced5 If two elements influence each other the arrow should be drawn to reflect the stronger
influence6 Count the arrows7 The elements with the most outgoing arrows will be root causes or drivers8 The ones with the most incoming arrows will be key outcomes or results
affinity diagram -
The affinity diagram is a business tool used to organize ideas and data It is one of the Seven Management and Planning Tools
The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming[1] to be sorted into groups for review and analysis[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to as the KJ Method
PROCESS
Record each idea on cards or notes Look for ideas that seem to be related
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Sort cards into groups until all cards have been used
Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis Once completed the affinity diagram may be used to create a cause and effect diagram
Affinity diagrams can be used to
Draw out common themes from a large amount of information Discover previously unseen connections between various ideas or information Brainstorm root causes and solutions to a problem
Because many decision-making exercises begin with brainstorming this is one of the most common applications of affinity diagrams After a brainstorming session there are usually pages of ideas These wont have been censored or edited in any way many of them will be very similar and many will also be closely related to others in a variety of ways What an affinity diagram does is start to group the ideas into themes
From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together From there the solution or best idea often emerges quite naturally This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and Engineers consider them one of the seven management tools
Affinity diagrams are not the domain of brainstorming alone though They can be used in any situation where
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
The solution is not readily apparent You want to reach a consensus or decision and have a lot of variables to consider
concepts to discuss ideas to connect or opinions to incorporate There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works
Systematic diagram or Tree diagram-
The systematic diagram also known as the tree diagram maps out in increasing detail the paths and tasks that must be accomplished to achieve a goal It looks somewhat like an organizational chart or a family tree
Steps for constructing the Systematic Diagram are
1 Agree on the problem statement2 Team members brainstorm ideas that help them better understand the problem Ask
questions such as What must happen to achieve and What causes that3 Each item should then be evaluated to see if it is something that you can take action on
You may code the ideas by placing a number or a symbol on each actionable item a different symbol on ideas that require more information to determine if they are actionable or not and yet a different symbol on those ideas that you cannot take action on Look at these thoroughly prior to making them as not actionable
4 Place the problem statement on the left side of the paper or other surface on which you will work
5 Locate the cards that are most closely related to the problem to the immediate right of the problem statement
6 Brainstorm for new ideas to explain the idea cards placed on the systematic diagram As the team concurs with these new ideas they should be placed to the right of the idea to which they apply
7 Continue to repeat steps 5 and 6 until there are sufficient ideas that if all are accomplished a solution to the problem will be reached
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Matrix diagram-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix) A relationship is indicated at each intersection of rows and columns as present or absent The matrix diagram shows the relationship between two three or four groups of information It also can give information about the relationship such as its strength the roles played by various individuals or measurements
It is a tool used for clarifying problems by ldquoThinking Multi-dimensionallyrdquo It consists of a two-dimensional array to determine location and nature of problem Tree diagram needs to be constructed before moving to Matrix diagram The output (Means) of tree diagram are required to put in Y axis of Matrix and on X axis
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists There are Six different shaped matrices possible L T Y X C and roof-shaped depending on how many groups must be compared
1 L-shaped matrix relates two groups of items to each other (or one group to itself)2 T-shaped matrix relates three groups of items groups B and C are each related to A Groups B
and C are not related to each other3 Y-shaped matrix relates three groups of items Each group is related to the other two in a circular
fashion4 C-shaped matrix relates three groups of items all together simultaneously in 3-D5 X-shaped matrix relates four groups of items Each group is related to two others in a circular
fashion6 Roof-shaped matrix relates one group of items to itself It is usually used along with an L- or T-
shaped matrix
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
PDPC (Process Decision Program Chart)-
The process decision program chart systematically identifies what might go wrong in a plan under development Countermeasures are developed to prevent or offset those problems By using PDPC you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs
When to Use PDPC
Before implementing a plan especially when the plan is large and complex When the plan must be completed on schedule When the price of failure is high
PDPC Procedure
1 Obtain or develop a tree diagram of the proposed plan This should be a high-level diagram showing the objective a second level of main activities and a third level of broadly defined tasks to accomplish the main activities
2 For each task on the third level brainstorm what could go wrong3 Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant Show the problems as a fourth level linked to the tasks
4 For each potential problem brainstorm possible countermeasures These might be actions or changes to the plan that would prevent the problem or actions that would remedy it once it occurred Show the countermeasures as a fifth level outlined in clouds or jagged lines
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
5 Decide how practical each countermeasure is Use criteria such as cost time required ease of implementation and effectiveness Mark impractical countermeasures with an X and practical ones with an O
ARROW DIAGRAM-
An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows It is used for scheduling activities in a project planThe precedence relation between activities is represented by circles connecting to one or more arrows The length of the arrow represents the duration of the relevant activity
Sometimes a dummy task is added to represent a dependency between tasks which does not represent any activity
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an essential request for the success of circle Half hearted support is not adequate
Management should be not expect immediate results and short term benefit from the circle It should also be made clear that quality circle do not dilute the responsibilities or authority of different function They may only reduce their burden and make things easier
Circle should not be taken as forums for grievances or personal problems Such problems should always be discouraged by the leaders For this purpose the agenda of meeting must be decided earlier The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circles
A reasonably good climate spirit of cooperation and feeling of confidence between the workers and the management must exist Workers should feel that improvement of the companylsquos Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction
Persons participating in the circle should be encouraged at appropriate times by the management
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way
Benefits of QC
Self development Promotes leadership qualities among participants Recognition Achievement satisfaction Promotes groupteam working Serves as cementing force between managementnon-management groups Promotes continuous improvement in products and services Brings about a change in environment of more productivity better quality reduced costs
safety and corresponding rewards
The benefits of introducing a quality control circle program in the work place are many
Heightened quality awareness reveals faults in the system that might obstruct good practices
It improves the quality of your firmrsquos products and services thereby increasing the value of your brand and securing your customersrsquo confidence The quality of customer relationship management can
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
be further enhanced by using help desk software from the likes of prosoftware
The people who are part of the quality control circle will feel a sense of ownership for the project Higher yields and lower rejection rates also result in enhanced job satisfaction for workers which in turn drives them to contribute more
A quality control circle program also brings about improved two-waycommunication between the staff and the management
Finally the financial benefits will certainly exceed the costs of implementing the program A study revealed that some companies
improved their savings ten fold
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Characteristics Quality circle
1 Small group of employees ndash optimum of 8-10 members
2 Members are from same work area or doing similar type of job
3 Membership is voluntary
4 Meet regularly for an hour every week
5 They meet to identify analyze and resolve work related problems
6 Resolve work related problems leading improvement in their total performance
7 Quality circle enrich the work life of the employees
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Code of Conduct for QCs
Attend all meetings and be on time
Listen to and show respect for the views of other members
Make others feel a part of the group
Criticize ideas not persons
Help other members to participate more fully
Be open to and encourage the ideas of others
Every member is responsible for the teamrsquos progress
Maintain a friendly attitude
Strive for enthusiasm
The only stupid question is the one that is not asked
Look for merit in the ideas of others
Pay attention- avoid disruptive behavior
Avoid actions that delay progress
Carry out assignments on schedule
Give credit to those whom it is due
Thank those who give assistance
Do not suppress ideas- do express
Objectives and causes first solutions next
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Give praise and honest appreciation when due
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1 Improvement of human relations and workplace morale
2 Promotion of work culture
3 Enhancement of job interest
4 Effective team work
5 Reducing defects and improving quality
6 Improvement of productivity
7 Enhancing problem solving capacity
8 Improving communication amp interaction
9 Catalyzing attitude change
10 Promotion of personal amp leadership development
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Pitfalls And Problems In Quality Circle
1 Lack of faith in and support to Quality Circle activities among management personnel
2 Lack of interest or incompetence of leadersfacilitator
3 Apathy fear and misunderstanding among middle level executives
4 Delay or non-implementation of Circle recommendations
5 Irregularity of Quality Circle activities
6 Non-application of simple techniques for problem solving
7 Lack of or non-participation by some members in the Circle activities
8 Circles running out of problems
9 Antagonism of non-members towards Quality Circle operations
10 Inadequate visibility of management support
11 Complexity of problems taken up
12 Non-maintenance of Quality Circle records
13 Too much facilitation or too little
14 Language difficulty in communication
15 Communication gap between Circles and departmental head
16 Change of management
17 Confusing Quality Circle for another technique
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
18 Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1 BHEL -1980 ndashMrSRUdapa (GM Operations) 1st Indian to start quality circle
2 Hero Honda motors ldquoSunrise Quality circlerdquo
3 Lucas TVS Chennai ldquohoney bee quality circlerdquo
4 Tata Refectories (located in orissa) ldquoNiharika quality circlerdquo (saved Rs4000 pa)
5 Kudhremukh ndashIron Ore Plant (located in Karnataka) ldquoSoorthy Quality Circl
6 XEROX one of the most well known firms in the world has benefitted from it
7 Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles
8 United Airlines ndashone of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves
Result Sick leaves were down by 17 and UA could save 182 million dollars
Some successful example of Quality Circle in Indian Industries
1048697 Hero Honda Motors
has promoted the lsquoSunrise Quality Circlersquoand solve the problem of unsuccessful indicators supplied by a localmanufacturer The indicators would always fail in the field ofoperation endangering the riders of Honda bikes and bringing downthe companyrsquos reputation The Sunrise QC tackled the problem afteran investigation wherein the members found that the indicatorsfailed due to a gap in the contact points A few changes in the angleof the piece concerned and use of foolproof tools led to saving Rs 80000 per year It also helped in increasing customer satisfactionand improving the reputation of the company
1048697 The TATA Refractories Limited
Belpahar Orissa has promotedthe lsquo Niharika QCrsquo The sweepers found that using brush fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled them tosave Rs 4000 per annum besides leading to better housekeepingand safe working conditions
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Example of Quality Circle Programmes in India
bull BHEL-rsquoNavratnarsquo PSU one of the largest PSUrsquos in INDIA
bull BHELrsquos Tiruchirapalli Plant A large heavy engineering units manufacturing boilerrsquos
and an entire range of equipments required for a thermal power unit
bull BHEL-pioneer in implementing QCrsquos in INDIA Introduced it in 1981 Introduced in
1984 at the Tiruchirapalli Plant
bull BHEL -1980-Mr SRUdapa (GMoperations)
1st Indian to start quality circle
OBJECTIVES
Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range
FUNCTIONS
1 Preparations of QC manual
2 Preparations of quality plan for various products
3 Formation of annual quality implementations plan
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
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
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
Conclusion
Most studies show that employee participation seems to have a positive effect on performance and productivity and hence is here to stay However Wright (1995 p180) argues that a trend emerged during the recession in 1990 suggesting a move away from participative policies back to the traditional management concerns of cost minimisation and lsquotop-downrsquo rationalisation Wright questions whether the application of new post-Fordist technologies and work reorganisation within the Australian industry has resulted in a fundamental break with previous management practice
The findings in this essay imply that todayrsquos workers and managers realise that there is no way back once employee participation has been implemented Employees are more educated today than only a few decades ago and if organisations want to stay alive in an increasingly competitive global market they will have to acknowledge the benefits of a motivated efficient co-operative and productive workforce which increased employee involvement in decision-making activities will produce Hence although organisations can survive in the short-run employee participation could be said to be a prerequisite for organisational performance and growth in the long-run But productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as unions organisational culture work force willingness etc How employee participation is best implemented will probably continue to perplex writers and managers but it definitely is here to stay
Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems
Qc is aim to achieve the objectives basically through development of people the most
important asset of an organisation
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct
