Quality Circle

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Quality CircleSelf & Mutual Development

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Contents of Training

• History of Quality Circle

• What is Quality Circle

• Hierarchy of Quality Circle

• How to conduct the effective meeting of QC

• 12 steps of Quality Circle

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History

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Introduction

Dr. K. Ishikawa

• The Quality Circle was formally organized in Japan in 1960 by Japanese Union of Scientists and Engineers (JUSE) and the man who initiated the idea is Dr. Kaoru Ishikawa.

• In India, Quality Circle concept was first introduced by BHEL, Ramachandrapuram Hyderabad in the year 1981 in India with the initiation of Mr. S.R. Udpa - GM-Operations.

• First circles were established at the Nippon Wireless and Telegraph Company & then spread to more than 35 other companies in the first year.

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Concept of Quality Circle

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Concept of QCTraditional definition:-

• A quality circle is a volunteer group composed of workers, who do the same or similar work,

usually under the leadership of their own supervisor, who meet regularly in paid time who are

trained to identify, analyze and solve work-related problems and present their solutions

to management and where possible implement the solutions themselves in order to improve the

performance of the organization, and motivate and enrich the work of employees. When matured,

true quality circles become self-managing, having gained the confidence of management.

Revised definition:-

• Quality circle is a small group in which people who work in the first line work place, continually

improve and maintain the quality of products, services, job and so on.

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Emphasis of QC

Focus on mutual development.

Share area of responsibility.

Solve problems related to work.

Voluntary group of persons.

Meet on regular basis.

Work on similar tasks.

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Maslow Need Hierarchy

Physiological Needs

Esteem Needs

Safety Needs

Social Needs

Self Actualization Needs

Breathing, food, water, sleep

Security of body, employment, health, property.

Friendship, family, sexual intimacy.

Self esteem, confidence achievement, respect of

others.

Creativity, spontaneity,

problem solving.

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Values of QCWhat people want in life generally as “Human Values” are described in the circle below:-

Human Value Goals

Personal attention

Respect

Knowledge

Skill

Decision making power

Well being physical &

mental

Adequate wages

Rectitude

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Benefits of QC1. Developing self-confidence.

2. Recognition of one’s activities.

3. Displaying one’s ability and capability.

4. Acquiring the ability to identify one’s capability.

5. Development and enrichment of one’s potential ability.

6. Understanding and co-operation with the members of the circle.

7. Congenial work environment.

8. Feeling of belongingness with company, where the QC activities are encouraged

and promoted.

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Remember• Not just for only quality problems

• Not a forum for grievances

• Not a spring-board for demands

• Not a tool for management to unload problems

• Not problem-focused, but performance-oriented

• Not for changing the existing organizational structure or chain of command

• Not a “cure all” or “sure cure” technique

• Not a panacea for all ills

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Hierarchy of QC

Structure of QCThe QC circle is program is an integrated system consisting of the following:-

1. Top management

2. Steering committee

3. Coordinator

4. Facilitators

5. Circle leader

6. Circle members

7. Potential members.13

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Role of Top ManagementDr. W.E. Deming’s fourteen Points for top management:-

1. Create constancy of purpose for improvement of product and service.

2. Adopt the new philosophy.

3. Cease dependence on mass inspection.

4. End the practice of awarding business by price tag alone.

5. Improve constantly and forever the system of production and service.

6. Institute training.

7. Institute leadership.

8. Drive out fear.

9. Break down barriers between staff areas.

10. Eliminate slogans, exhortations, and target for the work force,

11. Eliminate numerical quotes.

12. Remove barriers to pride of workmanship.

13. Institute a vigorous program of education and retraining.

14. Take action to accomplish the transformation.

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It comprises of all departmental heads. Since Quality Circle can be started anywhere a group of people are working it is advisable to have all the departmental heads in the committee.

Steering committee is responsible for :-

• Establishing the objective of the quality circle in organisation.

• Monitoring the functioning of QC frequently.

• Providing guidance and direction to the movement.

• To guide the QC’s in preparation of presentation & attend the presentation.

Role of Steering Committee

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As the name implies, coordinator carries out coordination work. He is the link between

steering committee, the facilitators and quality circle leaders.

Role of coordinator:-

• To register Quality circle in the unit and sever as a store house of information of QC’s in the plant/organisation.

• To have liaison with the facilitators for ensuring regularity of circle meeting, midterm presentations.

• Convene steering committee meeting regularly and circulate record notes of the meeting.

• Appraisal to the steering committee on the functioning of quality circle in the company.

• Handling request for starting new circles.

• Organize training sessions for facilitators, QC leaders & members.

• To expose all employees at grass roots and different levels of executives to the concept of quality circle.

Role of Coordinator

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Facilitator is a nominated manager of an area and out to catalyse and stimulate the quality circle. The facilitator could be rotated once in 2 years or as may be deemed fit by the organisation.

Responsibilities of facilitator:-

• Educate members on quality circle.

• Serve as resource person to the circles.

• Assist in the meeting process.

• Develop skills & abilities of the team members, particularly leadership quality.

• Act as a liaison between circle & organisation.

• To give correct feedback and encourage the team.

Qualities of a facilitator:-

• Demonstration

• Communication

• Training

Role of Facilitator

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Leader is a person chosen by the members of the circle on consensus. Dy. Leader is also chosen by the members of the circle who will carryout the responsibility of a leader in his absence and assist him when he is present.

Role of Leader:-

• To maintain the discipline in the QC.

• Responsible for regular meetings of QC.

• Goal oriented.

• Should plan & assign roles to members and prepare the team for management presentation.

• Should be able to clarify the doubts of the group members.

• Should give credit to his team when the group wins.

• Should send a monthly Quality Circle activity report to the concerned.

Role of Leaders

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Quality Circle member is one among the equals of a group. One becomes member of a quality circle out of one’s own volition and with understanding of the concept and philosophy. If one is interested in one’s growth and development one should get involved whole heartedly.

Role of member:-

• Attend QC meeting regularly.

• Cooperate with the leader and perform roles assigned to him efficiently.

• Learn to listen, appreciate, accommodate, and assimilate others viewpoints or opinion.

• Interact with members freely.

• Contribute to the success of the group.

Role of Members

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Employees who can be the members of QC in future are called “Potential Members”. Potential members play an important role in functioning of QC.

Role of Potential member:-

• Provide suggestions to the QC’s while preparing Fish bone diagram.

• Provide support to the members of QC in implementation of the solution

developed by the QC.

• Help QC members with their ideas to arrive at solution.

• Provide accurate feedback to the QC’s while seeing probable resistance.

• Support QC’s in regular implementation of the project.

Role of Potential Members

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Making QC Meeting SuccessfulA quality circle must meet once in a week. One meeting out of four must be focused on education of the QC members.

While conducting the meetings, prior intimation regarding the purpose of the meeting would enable everybody to be fully prepared and to effectively participate. There would be definite direction and a positive outcome from the meeting.

The characteristics of an effective meeting are:-1. Commitment to task.

2. Active Listening. (Explained in following slide)

3. Informality in the meeting.

4. Openness.

5. Conflict on ideas, not between persons.

6. Constructive criticism.

7. Agreements by consensus.

8. Action plans after the meeting.

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Active ListeningListening is the ability to accurately receive and interpret messages in the communication process. Listening is key to all effective communication, without the ability to listen effectively messages are easily misunderstood–communication breaks down and the sender of the message can easily become frustrated or irritated.

Hearing vs Listening

Hearing

• Physical process

• Effortless

• No energy is used

• Passive

Listening

• Physiological

• Involves efforts

• Energy is utilized

• Active

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Pre-requisites of active listening• Keep mind open

• Focus solely on what the speaker is saying

• Remove Distractions

• Be Patient

• Empathise

• Avoid Personal Prejudice

• Listen for Ideas – Not Just Words

• Wait and Watch for Non-Verbal Communication

• Provide Feedback

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Plan of QC meetingWhile planning for a meeting following points must be borne in mind:-

• Purpose of the meeting.

• Participants of the meeting.

• Date and time of the meeting.

• Time frame for the agenda.

• Goals, objective to be achieved.

What are the follow-up actions needed after the meeting:-

• Draw out action plans.

• Assign responsibilities.

• Circulate minutes(entered in register)

• Review follow up actions on the basis of action plan.

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What can wrack the QC meeting

1. Improper planning-members do not come prepared.

2. The attention seekers- who interrupt the meeting now and then.

3. The humorists who overdo it.

4. The sub-group within.

5. The withdrawn members.

6. The negative and stubbornly resistant members.

7. The dominator.

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How to maintain QC registerQC register is a document to record the proceedings of progress of Quality Circle. All the proceeding of meetings are entered in the register and signed by leader, facilitator, coordinator and dept. head.

Register contains below mentioned details related to QC:-

• Introduction of QC.

• Details about QC members.

• List of problems.

• Record of case study presentation.

• Attendance record of QC meeting.

A- On Duty but not present in meeting.

D- Engaged in out side official work/training programme/presentation.

L- On leave.

• Detailed proceeding of meetings.

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12 QC Steps

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STEP 1IDENTIFICATION OF WORK RELATED PROBLEM

a) Generate a list of problems using ‘Brainstorming’.

b) Prioritize Problems using ‘A’ ‘B’ ‘C’ analysis.

‘A’ Category Problem:- Minimum involvement of other departments in solving

them.

‘B’ Category Problem:- Involvement of other departments is a necessity.

‘C’ Category Problem:- Management sanction may be needed in implementing

the solution.

Score in Pre-evaluation -5

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2530

0

5

10

15

20

25

30

35

40

45

50

A Category B Category C CategoryNo. of Problems 48 12 6

No. o

f Pro

ble

ms

No. of Problems

IDENTIFICATION OF

WORK RELATED PROBLEM

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STEP 2SELECTION OF PROBLEM

Let us assume that they have finished with all smaller problems and have taken up a major problem.

METHODa) Either of “Priority” or “Rating” based on past data or “Pareto Analysis”

can be used for selection of problem.

b) Register the selected problem with the coordinating agency.

c) Make the milestone chart indicating the time needed for solving the selected problem.


Problem No.

M-1 M-2 M-3 M-4 M-5

TOTALP Q C S M P Q C S M P Q C S M P Q C S M P Q C S M

1 P P P P P P P P P P P P P P P P P P P P P 21

2 P P P P P P P P P P P P P P P P P P 19

3 P P P P P P P P P P P P P P P P P P P P P 21

4 P P P P P P P P P P P P P P P P P P P P P P 22

5 P P P P P P P P P P P P P P P P P P P P P P P P P25

P

= 1= 0

P=Productivity Q=Quality C=Cost S=Safety M=Morale

SELECTION OF PROBLEM“RATING”

Problem No.4

Problem No.5

Problem No.1

Problem No..3

Problem No.2

Problem No.6

0

20

40

60

80

100

33.51

63.55

83.790.3

96.53100

Vital Few Important Many

20

40

60

80

100Lorenz curve of concentration

SELECTION OF PROBLEM“PARETO ANALYSIS”

Problem

Dow

ntim

e (H

ours

)

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After selection of a problem, Quality Circle at this stage should use a Milestone Chart or a Gantt Chart for planning and to work within a time bound frame.

These Charts will help in comparing the actual time taken compared to the planned time schedule.

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Milestone ChartDepartment Manager Facilitator Member's Name

Quality Circle

Reason for selection Project Project No. Date of Beginning Date of completion Meeting Day Time No. of Projects completed

Sr. No. Activity Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Target Actual 1 Defining the problem

2 Analyzing the problem

3 Identifying the causes

4 Finding out the root cause

5 Data analysis

6 Developing Solutions

7 Foreseeing probable resistance

8 Trial Implementation & check performance

9 Regular implementation

10 Follow up & Review

Milestone Chart

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• Quality Circle members are able to have a clarity about the

steps involved in problem solving.

• They will be able to plan ahead themselves and foresee

possible obstacles in the process.

• By studying the difference between estimated and actual time,

they will improve their estimation or planning capability.

The benefit of using such a system is multi-fold.

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STEP 3DEFINE THE PROBLEM

METHOD

By using a ‘Flow Diagram’. Use of flow diagram helps in having clarity of the problem by all members. There may be some members who are not aware of the entire process.


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This will help them to understand and also would be a great help in promoting the case study to others. A flow diagram helps one to have a ‘armchair journey’ into a process cycle and to locate the problem area.

STEP 3

Other technique which can be used in defining the problem are

“Brainstorming”

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Analysis is very essential. There may be certain dimensions of the problem which are not understood by all. A discussion will help in pooling up ideas.

STEP 4ANALYSE THE PROBLEM

METHOD

‘Data collection’ on the problem on all possible aspects.


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STEP 5IDENTIFICATION OF CAUSES

Method:-

Brainstorming first and making a Cause and Effect Diagram, logically linking the causes to the main contributory factors.

Identification of causes is not only what we think as cause for that situation but also all possible causes. What is expected is a total analysis and presentation in the form of Cause and Effect diagram. It needs to be studied and discussed in detail.


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STEP 6FINDING OUT THE ROOT CAUSES

METHOD

Identifying the main causes in ‘Cause and Effect Diagram’ by ‘Data Collection’ and discussion.

Root cause has to be established with the help of data. In case, for any reason, it is not possible to collect data it may be established based on experience. But experience has also to be quantified.


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STEP 7DATA ANALYSIS

METHOD

Using techniques like:

Line graph, Bar graph, Pie Graph, Area Graph, Histogram, Stratification, Scatter Diagram etc. would help easy comprehension and make comparison possible.


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Before proceeding with remedial measures, data has to be analyzed and discussed for possible solutions to be arrived at.

Once again discussing and selecting the best solution among the listed ones has to be done. Brain Storming will be an useful tool at the stage of analysis.

STEP 7

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STEP 8DEVELOPING SOLUTION

METHOD

‘BRAINSTORMING’


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STEP 9FORESEEING POSSIBLE RESISTENCE

METHOD

‘BRAINSTORMING’

Identifying the probable constraints and finding ways to overcome them.


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• Make a presentation to all involved with the solution i.e. Dept. Head, Facilitator, other officials, and nonmembers involved with the implementation.

• Discuss and evaluate a system for implementation.

• We should carefully analyze the acceptance line and try to foresee possible resistance. Changes are not easy to implement unless and until it is acceptable to the people involved.

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STEP 10TRIAL IMPLEMENTATION AND CHECK

PERFORMANCE

METHOD

Data collection after implementation compared with the data collected before solving the problem. Collect fresh data using control chart and watch process trends. Analyze the result, discuss and incorporate the changes needed.


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STEP 11REGULAR IMPLEMENTATION

Once validity is checked and improvement observed with data, regular implementation can be effected.

Incorporate the suggestions in the working system or work instruction sheets (Process cards.)


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STEP 12FOLLOW UP / REVIEW

METHOD

Implement evaluation procedure, use Control Chart, have six monthly report for evaluation.

Make modifications if necessary.


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Thanks

Documents

Quality Circle