Quality Circle 208

8/8/2019 Quality Circle 208

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What Is Quality?

The International Organization for Standardization (ISO) defines

quality as the totality of characteristics of an entity that bear on its

ability to satisfy stated or implied needs

Other experts define quality based on

Conformance to requirements: meeting written specifications.

Fitness for use: ensuring a product can be used as it was

intended.


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Garvins Five Dimensions of Quality

Transcendent quality: innate excellence

Product quality: quality is measurable

User quality: quality is determined by th

e consumer Manufacturing quality: quality is measured by the

manufacturer's ability to target the product specifications with

little variability

Value Quality: did the consumer get his orher moneys

worth?


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Five Cost Categories Related to Quality

1. Prevention cost: the cost of planning and executing a projectso it is error-free or within an acceptable error range

Costs less to prevent during development than fix later in the life cycle

2. Appraisal cost: the cost of evaluating processes and their

outputs to ensure quality3. Internal failure cost: cost incurred to correct an identified

defect before the customer receives the product

4. External failure cost: cost that relates to all errors not

detected and corrected after customer receives the product.

5. Measurement and test equipment costs: capital cost of

equipment used to perform prevention and appraisal

activities


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Quality Circle

Quality Circles is an efficient instrument to ensure

employee contribution to company efforts to

advance quality, effectiveness, to minimize cycle

time, expenditure and rework


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Summary of History

Quality Circles were first seen in the United States in the

1950s

Circles were developed by Dr. Kaoru Ishikawa in Japan inthe 1960s

Circles were re-exported to the US in the early 1970s

Dr. Kaoru Ishikawa


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Quality circle characteristics

Voluntary groups of 6-8 members

Quality circle teams are semi-permanent

Teams are from single functional department Members have equal status and select their own project

Minimum pressure to solve problems with a set time frame


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Undercurrent of Quality Circle

The objectives of Quality Circles are multi-faced.

a) Change in Attitude.-From "I don't care" to "I do care"

-Continuous improvement in quality of work life throug

h

humanization of work.

b) Self Development-Bring out 'Hidden Potential' of people-People get to learn additional skills.

c) Development of Team Spirit-Individual Vs Team "I could not do but we did it"-Eliminate inter departmental conflicts.

d) Improved Organizational Culture- Positive working environment.-Total involvement of people at all levels.

-Higher motivational level.


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Implementing quality circles

Quality circles require top management support

Personal characteristics of facilitators are critical

Scope of project needs to be small enough to be capablyaddressed by the team

Success of other teams has positive peer pressure effect


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7 QC Tools


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Problems with Quality Circles

Inadequate Training

Unsure of Purpose

Not truly Voluntary Lack of Management Interest

Quality Circles are not really empowered to make decisions.


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References www.mahapwd.com

www.hrzone.com

www.mampu.gov.my/mampu www.qualitymanagementsurvival.com

www.stormingmedia.us/keywords/quality.html

www.indianmba.com/Faculty_Column/FC150/fc150.html


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Thank You

Documents

Quality Circle 208