QUALITY CIRCLE TO IMPROVE PRODUCTIVITY: A CASE …...Shantanu Welekar and Shantanu Kulkarni [2013], have discussed the use of Quality Circle to improve productivity and compared the

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International Journal of Mechanical Engineering and Technology (IJMET)

Volume 8, Issue 12, December 2017, pp. 800–816, Article ID: IJMET_08_12_086

Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

QUALITY CIRCLE TO IMPROVE

PRODUCTIVITY: A CASE STUDY IN A MEDIUM

SCALE ALUMINIUM COATING INDUSTRY

Shantanu Kulkarni

Department of Mechanical Engineering, RCOEM, Nagpur, India

Shantanu Welekar

Department of Mechanical Engineering, PIET, Nagpur, India

Arun Kedar

Department of Mechanical Engineering, DBACER, Nagpur, India

ABSTRACT

Quality Circles (QCs) are a popular tool to get solved work related problems,

mainly in manufacturing organizations by groups of workers themselves by following

a prescribed methodology. By solving the problems and also making desirable

improvements, quality circles contribute in increasing the quality, productivity and

safety of the operations. More importantly the workers develop a positive and problem

solving attitude by participating in the QC activities and derive more job satisfaction.

The paper gives a step by step account of the implementation of the quality circles in

a medium scale industry right from introduction to successful execution. A case study

of implementing the QC concept in a Powder Coating Unit which illustrates how the

QCs help in improving the productivity has been discussed. The factors which are

important for the success of the quality circles are also explained. The study can serve

as a guide and would be useful for the small and medium industries who are interested

in introducing the quality circles.

Key words: Quality Circle, Effective Implementation, Productivity Improvement,

Success Factors.

Cite this Article: Shantanu Kulkarni, Shantanu Welekar, Arun Kedar, Quality Circle

to Improve Productivity: A Case Study in a Medium Scale Aluminium Coating

Industry, International Journal of Mechanical Engineering and Technology 8(12),

2017, pp. 800–816.

http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

Quality Circle to Improve Productivity: A Case Study in a Medium Scale Aluminium Coating Industry


1. INTRODUCTION

Though the entire manufacturing industry is under constant pressure to continuously keep

improving the quality, productivity, safety of its products and services, the pressure is all the

more when it comes to small and medium scale industries. The small and medium scale

industries do not have the wherewithal of the large scale industries to implement the elaborate

quality management programmes which are in vogue. They feel the lack the financial,

technological and managerial resources for execution of the modern quality concepts.

However out of the various quality concepts, quality circles are much easier to implement

even in the small and medium enterprises (SMEs) and can give substantial tangible and

intangible benefits. QCs do not really require a high level of technological facilities or

managerial abilities or financial investments. In fact they give a high return on the investment

as they use low cost creative solutions by using the common wisdom of the workers,

channelized effectively by QC methodology, for solving the day to day problems at the

workplace. Such problems when solved improve the quality, productivity, safety delivery

time of their products and services. The cost benefits aggregated over a longer period of time

are very substantial. Most importantly participation in this process of problem solving

develops a positive attitude, self confidence and enthusiasm in the workers who develop a

hunger for solving more and more problems with higher levels of complexities. This prepares

the workers for adopting the higher level quality management systems. Quality circles thus

serve as a foundation for building the more advanced quality management system in the

organizations.

Thus the quality journey of the SMEs can begin with the implementation of the QCs in

their organizations. For the success of the quality circle programme understanding QC

philosophy and methodology are very important. A brief about the same is given below

2. ABOUT QUALITY CIRCLES

The Quality Circles (QCs) or Quality Control Circles (QCCs) as they are called in some

countries originated in Japan in the year 1962. They consists of forming groups of workers,

generally 8 to 12 working in similar areas to solve the work related problems by using a

systematic problem solving approach and the QC tools. Though the name used is quality

circles the groups try to take up the problems or improvements which increase the

productivity, safety, comfort etc during the working. The philosophy behind the introduction

of the QCs was to involve the workers into the company wide effort of improving the

organizational performance. In the process the workers remain engaged in the positive

activities beneficial to the organization and they themselves develop a positive attitude.

DEFIINITION - Quality Circle is a small group of employees doing similar work on shop

floor, who voluntarily meet together on a regular basis to identify problems and suggest

improvements in their respective work areas on shop floor.

PHIILOSOPHY- Quality Circle is a people development philosophy as participation in the

QC activities brings about self and mutual development of the workers. It also helps in

improving the relationship between workers and management and creates a positive work

environment.

CONCEPT- The concept of Quality Circle is primarily based upon recognition of the

potential of the workers to solve the work related problems being faced by them and tapping

that potential by encouraging, empowering and facilitating them.

Shantanu Kulkarni, Shantanu Welekar, Arun Kedar


OBJECTIVES- The objectives of Quality Circles are a beautiful blend of individual and

organizational objectives. They include change in attitude, self and mutual development;

development of team spirit, improvement in organizational culture as much as improving the

productivity and performance of the organization.

STRCTURE - For the implementation of the QC programme in an organization a separate

QC structure has to be created

Figure 1 Organizational Structure for Quality Circle Implementation

2.1. Launching Quality Circles

It is very important that the quality circle programme once implemented in an organization

succeeds. Failure can result in loss of interest and motivation to continue further. The support

and commitment from the top management, creation of the proper QC organizational

structure, proper training of the workers and continuous facilitation and encouragement are

very important for the success of the QC programmes.

The Launching of Quality Circles involves the following steps

Expose top and middle level executives to the concept

Form a steering committee and nominate senior officers as facilitators.

Explain the concept to the employees and invite them to volunteer as members of Quality

Circles.

Arrange trainings of the workers by internal experts or external trainers/ consultants

Formally inaugurate the circle.

Conduct meeting of the circles at a predetermined schedule

Arrange necessary facilities for the Quality Circle meeting and its operation.



2.2. Process of Operation

Figure 2 Operation of Quality Circle

2.3. Characters of QC

Circle membership: It is more or less homogeneous group of people usually from the same

work areas. However, whenever required experts may be invited for guidance or advice. QCs

believe in voluntary participation by the workers without any compulsion.

Circle size: Usually a group of 6 to 12 members seems quite effective; however, it depends

upon the people employed in a particular section

QC meetings: An hour’s duration is usually quite adequate for a meeting. Whatever may be the

frequency, regular meetings should be ensured.

Autonomy: An important ingredient of a QC is the sense of autonomy experienced by its

members.

2.4. Basic Problem Solving Techniques

The following techniques are most commonly used to analyze and solve work related

problems.

Brain storming.

Pareto Diagram.

Ishikawa diagram (Fishbone diagram).



Cause & Effect Analysis.

Data Collection.

Data Analysis.

2.5. Tools for Data Analysis

The following tools are most commonly used for data presentation and analysis

Tables.

Bar Charts.

Histograms.

Circle graphs.

Line graphs.

Scatter grams.

Control Charts.

3. LITERATURE REVIEW

A review of the literature was carried out to understand the process of implementing the

quality circle programme in an organization and the steps to be followed in solving the

problems using the QC approach.

Anad Jayakumar A etal. [2015] has discussed complete procedure for formation and

implementation of Quality Circles in an organization including objectives of QCs activities

operations of QCs, Structure of QCs, roles and function of members, coordinators, leaders

and facilitators. The procedure for launching QCs in an organization and the training to be

provided to the stake holders is also described.

Chiragkumar etal. [2014] has described 7 QCs tools and PDCA cycle which are at the

core of solving the problems using the QC approach and discussed the application of the QCs

to solve the problem of rejections in the taper roller bearings.

Though Quality Circle is a low cost tool for implementing total quality management in an

industry not all Quality Circle programmes achieve the desired success [Jyoti Prakash

Majumdar, etal. 2011]. Quality Circle can fail at various stages due to organizational issues,

circle formation issues, operational issues recognition issues etc. QCs awareness for the

management and QC training for the workers are very important for the success for the QC

programme.

Shantanu Welekar and Shantanu Kulkarni [2013], have discussed the use of Quality Circle

to improve productivity and compared the Quality Circles with, Quality Improvement Groups

and Work Groups/Project Teams.

More literature related to the technical processes involved and use of solar collectors was

also referred.



4. CASE STUDY OF QUALITY CIRCLE AT ARUNODAY INDUSTRIES

4.1. About the Industry

ARUNODAY Industries

Brief Background Arunoday Industries is a powder coating and anodizing/chromating plant

situated at K24, Five Star Zone, MIDC, Butibori Nagpur, the main product of arunoday

industry is to produce anodizing and chromating aluminum bars, door sheets and window

panels. In order to provide superior Quality and maintain global standards, we subject our

products to the more rigorous tests which include.

Micron test (Coating Thickness), 2. Salt Spray Test (Corrosion Resistance) 3. Cross hatch

Test (Adhesion), 4. Impact Resistance test (Bonding), 5. Solvent Tesistance Test, 6. Gloss

Retention Test, 7. Conical Mandral Test (Flexibility).Being associated with AKZO-NOBEL

Coating and accredited by Interpon (Warranted powders) give our powder coating a

qualitative edge and a warrantly on our services.

4.2. Chromating Process

The schematic below (Fig. 3) explains the process flow at Arunoday Industries. Anodizing

/chromating of aluminum products and powder coating of GI and CI sheets is carried out

following a demand push approach. It involves various processes as under.

Figure 3 Flow Chart of Cast Iron Sheets for Chromating Process.

Process 1: Polishing / Buffing is done to remove rusting and unwanted scratches from cast

iron surface to also remove impurities . Buffing is done by two electric motor of two horse

power each



Process 2:- Degreasing is a process to eliminate oil and grease and dirt deposited on the

surfaces during previous processes.

Process 3:- After degreasing process of the metallic surfaces, material is rinsed with abundant

of water which is called as rinsing

Process 4:-Caustic in this process etching solution or chemical brightening is use to eliminate

the natural oxide and make the surface appearance more uniform.

Process 5:- Rinsing after caustic process followed by neutralizing phase to eliminate residue

of previous treatment solutions further rinses are performed to avoid contaminations due to

carryover of previous solutions and to obtain clean surface

Process 6:- Passivation implies applying a light coat of a protective material such a s metal

oxide on the metal component to protect in from corrosion. It also helps in improving and

maintaining the appearance of the metallic component.

Process 7:- After Passivation process of cast iron surfaces, rinsing is once again carried out

and the material is rinsed with abundant of water



Process 8:- Chromating is done for providing a decorative finish and a protective layer to

prevent corrosion

Process 8:- After Chromating process the, material is rinsed with abundant of water

Process 9:- Drying process is done by gas fire oven upto 650 C with the help of LPG gas upto

30 minutes.

5. IMPROVEMENT OF PRODUCTIVITY BY IMPLEMENTATION OF

QUALITY CIRCLE

Objective

The objective was to improve the productivity of the chromating process which is one of the

important processes in the plant.

Formation of Quality Circle

A Quality circle for formed by selecting 8 members working in the chromating section of the

plant with 1 manager as a facilitator.

Problem Identification

After brainstorming meeting of the team members and discussion with the plant head about

the various ways to improve the productivity of the process the following areas of

improvement were identified.



Figure 4 Fish Bone Diagram

The problem related to excessive gas consumption in chromating process was identified

and solved using the quality circle approach.

CATEGORY ( Based on ABC Analysis)

Sr. No Problems

1 Choking of discharge line of etching tank.

2 Centrifugal pump not delivering water sufficiently.

3 Centrifugal pump over heating problem.

4 Centrifugal pump gland rope frequently getting damaging.

5 ½ inch water delivery pipe line continuous chocking problem.

6 Settling tank frequent cleaning

7 Carbon deposition at the burner

8 Insufficient air at burner

9 Residual gas left in the cylinder

10 Proper training and awareness to control the gas concentration.

11 Maintenance of burner and furnace

12 Proper loading of job in the furnace

13 Low load factors

14 Load of peak time

15 No standby generation equipment for high load period.

16 Transformer not closes in main load.

17 Transformer taps not in optimum setting.

18 Connected primary power to transformer does not survey any active load.

19 No calibration of the utility meter for accuracy.

20 Unnecessary & idle process equipment at night are ON.

21 Selection of energy efficient equipment.

22 Create energy conservation awareness in employs.

23 High time for cold starting.

24 Slow response in oven temperature.

25 Large band width of oven operating temp.

26 High Gas consumption



Problem Selection

To select the problem to be solved first 3 P Analysis was performed.

3P ANALYSIS

(of All Identification Problems)

1st P-PROPRIETARY–(nominal grouping) based on company’s policy and strategic planning.

2nd

P –PRIORITY– 2nd

stage – selection of one from above with specific concern of dept. On

weight age system.

3rd

P – PREFERENCE – 3RD

stage – final selection of one problem from sensitive group,

based on data collection.

1st P- PROPRIETARY

P1 – from our Experience We have identified five sensitive aspects of our work area as the

proprieties of our company

3P Analysis

The production at Arunoday industries is directly Linked with CHROMATE as 80% of work is done

here. By adopting the “3P SYSTEM” Proprietary Priority Preferential method, we have classified all

Category of Problems based in our approach to Maintenance and nature of work in followings aspects :-

Design

Quality of Product

Maintenance of Machineries

Cost saving

Safety within the Plant.

2nd

P – PRIORITY

P2 – They have been further Prioritized by Weight age system.

Denomination / Distribution of Maintenance of Actual Problems In Plant

Our work is mainly catered in 5 areas and in each are there are certain section shown in table

and the problems in work area are located in relation to those work areas, on the basis of these

problems we calculated consumption of money in particular section.

The maximum problem was in pre treatment (Nov – 12)

Cost of Various Activities (Rs.)

Month Transportation Pre-Treatment Chromating Drying Packaging

July -17 8030 68700 7652 1430 1595

Aug.-18 8285 70000 8285 1657 1657

Sept.17 7850 72500 8450 1820 1560

Oct.17 9050 76065 9250 1745 1784

Total 33,215 2,87,265 33,637 6,652 6,496

It was observed that highest cost was being incurred in pre-treatment



We have made PIE CHART

It is Observed that Highest Expenditure to the Tune of 67% is Incurred in Pre-Treatment

Activity.

Weight Age System

All members had Brain Storming to decide the index of severity among the area of

maintenance in pre treatment process using. Weight Age System

Weight age out of 10 Pre-Treatment Chromating Activation Drying

Degreasing Derusting

MEMBER1 7 2 0 3 1

MEMBER2 9 2 2 2 4

MEMBER3 7 1 1 2 3

MEMBER4 6 1 1 3 1

MEMBER5 8 3 1 3 2

MEMBER6 8 2 1 3 1

MEMBER7 6 1 1 1 2

MEMBER8 7 3 0 2 3

MEMBER9 7 1 1 2 2

Total Weightage 65 16 10 21 19

Consumption Cost Division Wise Chart of Pretreatment Process from July 17 to

Oct.17

Section of Plant July.17 Aug.17 Sept.17 Oct.17 Total ( Rs)

Pre-treatment 68700 70000 72500 76065 2,87,265

Drying 7652 8285 8450 9250 6652

Chromating 1430 1657 1820 1745 33637

Packaging 1595 1657 1560 1784 6,496

Transportation 8030 8285 7850 9050 33,215

The above Data shown that maximum consumption of Rs.2,87,265 was found in Pre-treatment processes,

hence we will take it at priority.

8%

67%

8%

16%

1%

TRANSPORTATION

PRE-TREATMENT

CHROMATING

DRYING

PACKAGING



P3 – PREFERENCE

Shows Consumption Cost of various components of Pre-Treatment Unit

July.-17 to Oct.- 17 in which gas consumption rupees is maximum preferred.

Month of

Consumption

Gas Consumption Electricity Consumption

for Blower

Water & Acid

Consumption

Maintenance

July. -17 69540 1560 4630 1,620

Aug. -17 68000 1600 4360 1,320

Sept. - 17 70000 1657 4820 1,490

Oct.- 17 72500 1750 4540 1,200

Total (Rs) 2,80,040 6,567 18,350 5,630

Final selection of one problem from sensitive group, based on data collection that is gas consumption.

Bar Chart for Consumption Cost of Component of Pre-Treatment Unit

Above fig shoes Gas -Bank in Arunodey Industry.

Problem Identified

From above chart & data we came to conclusion that maximum money is consume in pre-

treatment unit heat the acid up to 60O C. Hence our future plan is to minimize the gas

consumption to improve the Productivity of plant

0

5000

10000

15000

20000

25000

30000

GASCONSUMPTION

ELECTRICITYCONSUMPTION

WATER & ACIDCONSUMPTION

MAINTANANCE

CO

NSU

MP

TIO

N I

N R

s.



Total Consumption of Gas per Month (Rs/ Kg)

Month July 17 Aug 17 Sep 17 Oct 17

Total Aval. Hrs Per Month 234 234 234 234

Idle Hrs 10 13 9 9

Actual Avail Hrs. 224 221 225 225

Running Hrs 160 164 169 178

Total Consumption of Gas in KG (&

% HR X Running Hrs.)

1050 KG 1030KG 1060KG 1098KG

Rate of Gas per KG 66 r/s 66r/s 66r/s 66r/s

Due to Unavailability of Gas 7 8 5 4

Due to Leakage 1 2 1 2

Due to Maintenance 2 3 3 3

Utilization % 72 74 75 79

Consumption cost during the month

in Rs.

69300 67980 69969 72468

Detail Losses due to Leakage and Maintenance

Loss due to Leakage of Gas :

Month of October the loss due to leakage in machine is 2 hrs.

Gas wasted in 2 hrs is = 2*7 = 14 kg

Loss of money in 2 hrs is = 14*90= 1260 Rs.

Loss due to Maintenance :

Month of October the loss due to maintenance of machines is 3 hrs.

Gas wasted during maintenance in 3 hrs. is = 3*7 = 21 kg.

Loss of money in 3 hrs is = 21 * 90 = 1890 Rs.

6. AFFINITY DIAGRAM TO LINK UP THE CAUSES WITH THE

PROBLEM

Drawn the Affinity Diagram to Link Up the Causes with the Problem



Various Merits & Demerits of Heating System

Parameter CNG Diesel Kerosene Solar Energy

Availability Not easily available Easily available Moderate Available everywhere in

day

Cost High Moderate Low Free

Fuel Economy Low Low Moderate High

Pollution Less High High No

Handling Complex Difficult Comparatively Less

Difficult

No handling

Improvement Points and Action Plan

Residual gas in the cylinder and some problem are not completely rectified hence in addition

to gas burner we employee another heating equipment in hybrid to gas burner.

Plan: With respective to above calculation we come to conclusion that maximum

consumption in term of Rs. is in pre treatment process in which high gas consumption

occurred. So our plan of action is to reduce the consumption of gas (for Pre treatment process)

by adopting alternative heating method. By referring above chart committee decide that solar

heating is most appropriate for heating acid in pre treatment process. The proposed layout for

solar heating is given below.

PLAN

Above diagram shown the solar heating of dilute sulphuric acid up to 650C by parabolic solar

concentrator trough and again circulated back to degreasing tank which will reduces gas

consumption due to hybrid effect. Maximum efficiency is excerpted from the month of July

17 to Oct. 17.

Work ( Job) Allocated Name of Person

(Responsibility)

Time Given for

Completion

P – Planning

Whole Project

Inspection of site & Checking dimension

Preparation of drawing.

Noted the basic changes of machine.

Procurement Action of new initiated.

Required Material Collected

Member 1

Member 2

Member 3

Member 4

14/07/17

To

30/11/17

D - Do

Drill the ½ inch hole to the itching tank.

PLAN

Work (Job) allocated Name of person

(Responsibility)

Time given for

completion

P --- Planning 1.) Whole project2.) Inspection of site & checking dimensions.3.) Preparation of drawing.4.) Noted the basic changes of machine.5.) Procurement Action of new initiated.6) Required Material collected.

Shri R.Sharma

Shri.C.khobragade

Shri A. Chandel

Shri. M.R.Sahu

14.11.12

to

16.03.13

plan



Fasten PVC pipe to the tank.

Mount parabolic metal sheet on supporting stand.

Mount 2.5 inch evacuated glass pipe on the supporting rods.

Mount whole assembly on stand.

Adjust the focal length of parabolic metal sheet on glass pipe.

Adjust the parabolic metal sheet on north-south direction equal

to latitude angle.

Member 2

Member 4

30/11/17

EVACUATED TUBE

Breakeven Point Cost & Production / Day Details

Before July–2016 to Dec.-2016 After July – 2017 to Nov. - 2017

Kg of Gas

used

Rate of Gas

in Rs / Kg

Consumption

in Rs

Date Kg of Gas

used

Rate of Gas

in Rs/Kg

Consumption

in Rs

Date

40 66 / kg 2647 1 Nov. 18 66 / kg 1188 1 Nov.

39 66 / kg 2574 2 Nov. 25 66 / kg 1650 2 Nov.

40 66 / kg 2640 3 Nov. 22 66 / kg 1452 3 Nov.

41 66 / kg 2706 4 Nov. 27 66 / kg 1783 4 Nov.

42 66 / kg 2772 5 Nov. 24 66 / kg 1584 5 Nov.

38 66 / kg 2508 6 Nov. 20 66 / kg 1320 6 Nov.

41 66 / kg 2706 7 Nov. 23 66 / kg 1518 7 Nov.

0

500

1000

1500

2000

2500

3000

3500

4000

1 2 3 4 5 6

GA

S C

ON

SUM

PTI

ON

MONTHS

Series1

Series2



Breakeven Point Cost & Production / Day Details

Kg of gas

used total

Rate of Gas

in Rs/Kg

Consumption

in Rs.

Date Kg of gas

used total

Rate of Gas

in Rs/Kg

Consumption

in Rs.

Date

1050 kg 66 / kg 69300 1-30 June. 887 kg 66 / kg 58542 1-30 Sep.

1030kg 66 / kg 67980 1-30 July 844kg 66 / kg 58344 1-30 Oct.

1060kg 66 / kg 69969 1-30 Aug. 788kg 66 / kg 52008 1-30 Nov.

Total 2,07,249 3 month Total 168894 3 month

Regular Implementation

Saving after 3 Months in Rs.

Total gas consumption in Rs after modification 1,68,894/-

Total Expenses for modification 98,196/-

Total gas consumption in Rs. Before modification 2,07,249/-

Total Saving in 3 Months 38,355/-

Total Saving in one Month 26,880/-

Total cost of modification is taken out in 7.5 months

Total Saving per month Rs. 12,783/-

7. CONCLUSIONS

Problem of high gas consumption was identified and a solution of putting a solar heater was

proposed and implemented through the quality circle. The various steps for the

implementation of the quality circle were followed. Around 38 % of savings and hence

increase in the productivity was achieved by the implemented modification. The whole

activity demonstrates how quality circles can take up the problems in the work area related to

productivity improvement and contribute to significant savings and increase in productivity.

REFERENCES

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[3] Jyoti Prakash Majumdar, B. Murali Manohar, (2011) “How to make Quality Circle a

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Documents

QUALITY CIRCLE TO IMPROVE PRODUCTIVITY: A CASE …...Shantanu Welekar and Shantanu Kulkarni [2013], have discussed the use of Quality Circle to improve productivity and compared the