QM-Training & Circles

8/14/2019 QM-Training & Circles

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Quality ManagementTraining

Quality circles Bench Mark

Kaizen


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Training Training and Development are a vital

role in the current high technology

driven products. Survival depends on the skills & ability

of the work force. Quality is considered imperative in

order to improve productivity, beatcompetition and obtain higher returns.


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Training

Purposes When available knowledge is

insufficient to carry out jobs

efficiently, and effectively. A new technology or new

machines are introduced forproduction, inspection or otherneeds.

New type of product are,necessitating fresh knowledge.


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Training

Purposes Company enters new export

markets where the supply

conditions or technicalrequirements are different or the

standards of quality or inspection

criteria are different. Persons are newly appointed and

they have to be made proficient

in their jobs.


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Training

Categories Senior Management Personnel

Include President, Vice President,

General Manager & Senior Manager. Knowledge about Q.implementation,

Q.system, Q.evaluation and Q.audit.

Participate in ISO seminars, Q.meetsand Q. conferences


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Training

Categories Middle management Personnel

Comprises of Engineers,

Technologists and Managers. Training on marketing, design,

purchase, process engineering,product engineering and product

testing. Implementation of ISO:9000,

covering policies, quality systems,documentation procedures and work

instructions


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Training

Categories Production and inspection Supervisors

As they are direct in touch with workerstraining is in for design of products,

production planning and control, processengineering and methoding. Production methods, technology of

production, production & process control,S.P.C, Data collection and analysis, quality

procedures & work instructions &preparation of Q.records. Leadership, behavioural science,

communication, human relations,motivation techniques and quality circlesorganisation.


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Training

Categories

Workers Persons are imparted training in their

trades to improve their skills andcapabilities.

Trainings are mostly in house or at aspecialised training institution.

Core areas are production methods,working practices, tooling practices,processing of new materials, interpretationof drawings, study of technical data &control charts


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Quality Circles Organization consists of

Members

Leaders

Facilitators

Steering committee


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Quality Circles

Leaders Leader from the members preferably

Senior worker. Extensive training is provided for

initiating, Guiding & controlling. Responsible for identifying problems,

analyse them, find solution. Must be well versed in technology of

production, quality control method,elementary statistical quality controltechniques, training methods,effective communication & leadership.


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Quality Circles

Facilitators Facilitators co-rdinate the work of

different circles under their control,usually 3 4 circles

They stimulate the members to worktogether.

They arrange to get the support, co-operation and sanctions to ensure that

the circle can perform effectively. Good in interacting with Managers to

get approvals.


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Quality Circles

Steering committee It is headed by director of operation or

technical director or by the chiefexecutive officer of the company.

Committee overviews the work of allcircles and acts as a focal point fortheir planning and operation.

Receives reports from different

facilitators and studies them. Appreciation is given to the best

performing circle.


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t


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ua ty rc esRequirements for success of

circle Support from top management and

cooperation from middlemanagement.

Immediate results & short termbenefits should not be expected fromManagement.

Circles should not be taken as forums

for grievances or personal problems. Reasonable good climate, spirit of

cooperation and feeling of confidencebetween the management andworkers must exist.

t


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ua ty rc esRequirements for success of

circle To accept the workers contribution Member should have sufficient

experience, maturity, and ability tothink and discuss problems Training of leaders & circle members is

of utmost importance & must be

arranged by the management in thebest possible way. Encouragement should be given at

appropriate times.


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Bench markingComparing your own performance

with

that of your competitors

Finding out how others do better

than

You


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Bench marking

Tools1. Process study & Analysis

2. Process re-engineering

3. Quality function deployment

4. Quality costs analysis

5. Value engineering & valueanalysis


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Bench marking

Process- Creating awareness taking

management into confidence.- Forming a bench marking team and

selecting a leader.- Areas needed to improve.- Choosing companies to be compared,

getting participation of thesecompanies. Preparing a questionnairedeciding learning and trainingtechniques.


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Bench marking

Process- Collecting information of selected

companie.- Published material- Balance sheet

- Performance review

- Contact marketing personnel

- Wholesalers

- distributors


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Bench marking

Process- Current competitive gap and

possible- improvement.

- Developing an action plan

-

Monitoring results and- reporting progress from time to

time.


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Bench marking

Advantages- Technique provides targets which

are achievable.

- Resistance from staff and workersare less.

- Best practice are established and

hence effect in quality, sales andprofitability.


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Bench marking

Advantages- Confidence of people & their skills and

expertise improves.

- Requirement of customers can befulfilled to their satisfaction.

- Helps to know the strength and

weakness.

- Further improvement can be gradually

perceived and incorporated giving anedge over its competitors.


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Kaizen

Key to Japans

competitive success


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Kaizen

Profit planning

Customer satisfaction

Total quality controlprogrammes

Suggestion systems

Small group activities

Just in time production


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Kaizen

Just in time informationprocessing

Systems improvement Cross functional management Policy implementation and

deployment Quality deployment Total productive maintenance


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Kaizen

Supplier relations

Top management

commitment Corporate culture

Problem solving in labourmanagement relations

Documents

QM-Training & Circles