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8/3/2019 OD - Quality Circle
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Presentation by Sandeep Kalkeri
Roll no. 28
Subject Organization
Development
Topic Quality Circles
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The concept behind quality circles is widely believed to havebeen developed in Japan in 1962 by Kaoru Ishikawa as amethod to improve quality, though it is also argued that thepractice started with the United States Army soon after 1945,whilst restoring the war torn nation, and the Japaneseadopted and adapted the concept and its application.
Japanese nomenclature: Quality Control Circles (QCC),generally now known as Quality Circles (QC) or some call it asSmall Group Activity (SGA).
1974: Lockheed Company, USA started Quality Circlemovement.
1977: International Association of Quality Circles (IACC) wasformed in USA.
1980: BHEL, Hyderabad first in India to start Quality Circles.
1982: Quality Circle Forum of India (QCFI) was founded.
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Quality Circles are (informal) groups of employeeswho voluntarily meet together on a regular basis toidentify, define, analyze and solve work related
problems.Usually the members of a particular team (qualitycircle) should be from the same work area or whodo similar work so that the problems they selectwill be familiar to all of them. In addition,
interdepartmental or cross functional quality circlesmay also be formed.
An ideal size of quality circle is seven to eightmembers. But the number of members in a quality
circle can vary.
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Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
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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 objectiveswith organization's objectives
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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
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Meetings are important part of quality circle's working.
Meetings are attended by all the members of thequality circle.
In general, meetings take place once a week or oncein a fortnight.
Each meeting lasts for approximately one hour, thoughvariations are possible.
Apart from the frequency of the meetings, what isimportant is the regularity of the meetings.
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Any of the several activities may occur during ameeting such as:
Identifying a theme or a problem to work on.
Getting training as required to enable members toanalyze problems.
Analyzing problem(s).
Preparing recommendations for implementingsolution(s).
Follow up of implementation of suggestions.
Prepare for a presentation to the management.
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Quality Circles do not tackle just quality problems.
Quality Circle is not a substitute or replacement fortask forces, product committees, joint plant councilsor works committees, quality assurance department,
suggestion schemes.
Quality Circles do not change the existingorganizational 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 managementto unload all their problems.
Quality Circles are not just another technique.
Quality Circles are not a panacea for all ills.
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Lack of faith in and support to Quality Circle activitiesamong management personnel
Lack of interest or incompetence of leaders/facilitator
Apathy, fear and misunderstanding among middle level
executives
Delay or non-implementation of Circle recommendations
Irregularity of Quality Circle activities
Non-application of simple techniques for problem solving Lack of or non-participation by some members in the Circle
activities
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Circles running out of problems
Antagonism of non-members towards Quality Circle operations
Inadequate visibility of management support
Complexity of problems taken up
Non-maintenance of Quality Circle records
Too much facilitation or too little
Language difficulty in communication
Communication gap between Circles and departmental head
Change of management
Confusing Quality Circle for another technique
Resistance from trade unions
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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 teams progress.
Maintain a friendly attitude.
Strive for enthusiasm.
The only stupid question is the one that is not asked.
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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 scheme.
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Brainstorming.
Cause and effect diagram (or fish bonediagram or Ishikawa diagram).
Pareto analysis.
The PDCA-Deming wheel - Plan, Do,Check, Act, as described by W. EdwardsDeming.
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Self development.
Promotes leadership qualities among participants.
Recognition.
Achievement satisfaction.
Promotes group/team working.
Serves as cementing force between management/non-
management groups. Promotes continuous improvement in products and
services.
Brings about a change in environment of more
productivity, better quality, reduced costs, safety andcorresponding rewards.
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At Penn State University in 1983, a QualityCircle was formed by Professor Hirshfield, aProfessor of East Asia History.
Selected 8 Students from a large lectureclass
Resulted in increased involvement from theclass
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Thank you