Quality Control Circle (English)

7232019 Quality Control Circle (English)

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QUALITY CONTROL CIRCLE (QCC)

OR

Kaizen Promotion Team (KPT)



1 What is Quality Control

bull Quality Control is a total management emphasis

on the significance of quality in order to develop

produce sell and serve the products which satisfy

customers economically

bull It tries to find problems in early stage and carry

out recurrent prevention according to the

problem databull It is not only inspection

bull Inspection is simply sorting out good products

from poor according to given standards2



2 What are QC Circles

3



III The basic concept of QC Circle

bull The origin of QC circle is Participative

and Human riented anaement

bull This management philosophy more focuson human worforce

bull ecause it consider human being as the

biggest asset of any organiation



The basic concept of QC Circle$

bull ue to this the management philosophy

believe that any human worforce with out

considering its position should give thechance to forward improvement ideas

amp



This ind of management

approach is importantbull To draw out the most of abilities of

individuals and bring out hidden potentials

bull To respect the worers and provide a cheerful

environment where employees can get the

feeling of meaningfulness and

bull To contribute to reforming and developingthe organiation through group activities as

part of C(C) company wide +uality mgt

-



(or place in the past

To manufacture

products it is better

to divide the wor

into as much simplewor as possible

2 (orers are only

re+uired to repeattheir wor without

any mistae

)ass roductionavi

bull These atrategies

were good indeed to

raise wor

efficiency and toreduce mistaes

bull 0ose meaningfulness

in their wor

bull 0ose enthusiasm for

manufacturing

products 1



oll of QC Circle

bull (e humans regard our

given tass as valuable

and try to accomplish it

properlybull (hen we can utilie our

abilities in our wor we

can feel a huge amount

of interest and

meaningfulness

bull o when an emplyee is

trusted by a supervisor of

handling the ob and

assigned to a ob he4shewill probably wor to the

e5tent of his4her abilities

bull 6or this purpose the need

of a group whose

members get together to

discuss their wor arose

7



8ow to promote QC Circle

9



2 What are QC Circlesbull QC Circles are small circle groups

consisting of frst-line employeeswho continually and collectively fnda problem and discuss on alternative

remedies to control and improvethe quality of their work productsand services

bull QC circles select and analye worrelated problems




bull The members are from the samesection that do the same type o job in order to have commonunderstanding of problems and all

members participation

bull QCC can be formed not only byproduction workers but also

oce workers



2 (hat are QC circlesltbull QC circles operate autonomously and utilie QC concepts

tools and techni+uesbull The QC Circle is liened to a small community where

everyone is familiar with everyone where one=s

contribution is easily recognied and where sense of

belonging is realiedbull The QC Circle Coming from the same worshop it is

easier for them to tal about how to improve the way their

wor is done because they have a common language have

the same wor environment and e5periences are affected by the same factors and have one goal

2



3 asis of QC Circle gtctivity

3

umber of QC Circle member is amp people group

Has a eader and ecretary Leaders can befrom supervisor or leading person in the workplace

egular meeting at least once every week for or$ minutes

QCC have to do continuous improvement activities by tapping members creativity

QCCs use several kaien tools like QC amp toolsareto diagram $ishbone diagram etc (rainstorming )hy-)hy pproach )+ etc

ub-groups can be made in case the workerswork in diamperent shifts ub(groups should have

)oint meeting once every or + months



asis of QC Circle gtctivity$

here should be Coordination betweenQC circles

ll members participation is reuiredin QCCs

QCCs solve problems autonomouslyrelated to workplace such as-problems of ualitycostmoralesafety improvement of service and uality of workself(discipline activities focused on humanity

etc




QCCs Choose a problemtheme

with big effect and highly interest bymembers

$ollow steps of QC story to solve

the problem

amp



ractice of problem solving gtctivities

Carryin out problem solvin activities

$stablishin team ampor(

-

pportunities for discussion

and studybullgtnalying problems

bullelecting theme

bull gtctivity procedurebull gtssigning roles to each member

bull cheduling

bull ocuments the detail as a report

bullsing worrelated nowledge

and QC techni+ues

bull gtll circle members hold

QCC meeting in accordance

with the action plan



) ypes of QC C

ub-Circles if a workplace

consists of more than or 0

employees it is better to form

more circles sub circles 1r if

there is shift operation

1



ypes of QCC+

0oint Circles also called united circles

or collaborative circlesseveral circles work together

To tackle a single problem

+2hen QCC e3change information totackle

the same problem

4several QCC work on a signi5cant theme

divided into sub themes

6part or all of the members )oin other QC

circles

7



ypes of QCC+

$heme-driven QCC to solve aproblem eampectively a small groupmay be formed by the membersfrom several diamperent sections ordepartments or managerial posts

The circle is dissolved after thesuccessful solution of the theme

7ts members launch a diamperent QCCactivity under a new theme incollaboration with other individuals

9



-ims of QCC activity

To develop members capabilities and

achieve self(actualiation

To make the workplace more pleasantvital and satisfying

To improve customer satisaction and contribute to society

To create good workers relationship orteam spirit through close discussion

To develop recognition o importanceo work and raise responsibility

To establish discipline in workplace anddo proper work by reducing mistakes

2



enefits of QC Circles

Quality control circles benefits the organiation

as well as the employees1 enefits to the orani0ation QC circles

i Improve employeremployees relation ship

iievelop participative culture and team spirit

iiiAeduce worrelated errors

ivIncrease productivity and reduce cost

v Improve +uality of goods and services produced

by the firm

2



enefits of QC Circles+

i 0eads to better efficiency in the organiation

ii Catalyses attitudinal changes

iii Create consciousness regarding +uality cost

safety houseeeping etc

iv ave a certain amount of managerial time

previously spent to solve problems which will

be now solved

22





enefits of QC Circles cont$

2 enefits to the employee QC circles

i rovide ob interest which is absent in the routine wor

ii Bives sense of participation

iiievelop latent4hidden problem solving capabilities of the

employeesivImprove individual=s communicative abilities

v gtdvance employee=s career and personal development

develops competence in creating changes and prepares

better for supervisory position




i Inculcate team spirit

ii rovide improved wor environment and

wor methods

iii Improve morale on the shop

iv Involves worers in decision maing

v Aemoves frustrationvi ncourages employees to get involved with

common goals of the company

2amp



1gtctivities of QC circle

2-



1gtctivities of QC circle$ cont

1Ten points gtctivities of QC circle

The purpose of activity is to organie group in the sameworplace and to mae a worplace cheerfully and vitalityworing together with eeping good communication

2 QC activities are connected to the wor to createimprovement minds not satisfy present condition and

challenge for the future3 Dpen QC circle meeting regularly and eep discussion freelyactively and challenge a new theme one after another olving problems at the work places

This is activities to improve +uality of wor product and

service and finally achieve goal to improve customersatisfaction and to contribute to the society by managing thewor placewor place rulesstandards and amps$etc

amp QC circle activity is re+uired selfdevelopment to enhancingown ability and own possibility It is ust for yourself and

attain selfcapability and selfrealiationlearning throughQCC



Ten points gtctivities$ cont$-It is independent activities thin by oneself and participate

wor together with cooperate with other members and

planning by all member The one is sharing and responsible a part by each member

1The activities are re+uired continuous study session to createnew nowledge and utilie it to challenge a problem such ascircle management maing solution and so on

7The activities are re+uired special wor nowledge andtechnology such as QC techni+ue

9The activities re+uired wider view through participating the QCcircle convention and the training meeting and so on These areopportunities to development mutual power each other

communicate with person by person circle by circle)anagers and supervisors must recognie importance of

employee training and activating worplace and guide andsupport them continuously



eward and wagesersonalities

7ndividual complaintstaamp bene5ts8isciplinary policies

2ork termination policiesCollective agreement issues

12 roblems not iscussed by QCC



7 QC Circle Introduction rocess

9 ti t f QC Ci l



9 romotion ystem of QC Circle

gtctivities and management roles

ureau

Leader Leader Leader

Member Member Member

Promotioncommittee

3ectioncommittee

QCCircle QCCircle QCCircle

4

3ectioncommittee

3ectioncommittee

3



9 )anager=s Aole

bull ut in direction of QC circle activity policy andgoal

bull Train nowledge and sill necessary for QC circle

activities

bull )ae to ac+uire e5tensive sill technology

bull Bive guidance support cooperation actively

bull valuate properly QC circle activities

bull )ae opportunity of mutual

enlightenment4information sharing

bull )anagers must tae lead to carry out the

activities 32



52 ole of Promotion committees6

7ai0en core team

et clear policy and goal for QC Circleactivity

9stablish operational guidelines

$ollow the condition of QCC ive guidance support and cooperate

activelyCoordination of QCC activities in the

company9valuate QC circle activities at least

once a year using criteria and giveadvise as needed

33



58 ole of 3ection committees

rovide active support to the QCC

Drganies training programs for new QCC

Drganie QCC presentations

Coordinate and ensure availability of

facilities to all QCC

3



5) QCC 9eaders oleake clear the purpose of the QC circlelts activities8irect activities of QC circleerform as a member in the QC circle activitiesaintain good atmosphere in which all members can

e3press their opinionsanage QC circle activities with appropriately

assigning roles to all the members Train ne3t leader

3amp



5 embers role

bull Aesponsible to business assignment in the worplace

bull 6ollow always the worplace rule and disciplinebull articipate in QC circle activities actively

bull articipate in QC circle meeting

bull pea something actively in QC circle meetingbull erform and responsible to ones part assignment

bull Cooperate with other member=s activities

bull =rrive at meetings on time

3-



1 Continuous Improvement Cycles1 Continuous Improvement Cycles

PlanPlan 1o1o Chec Chec

-ct6-ct6

ImprovementImprovement

CorrectCorrect

2 the2 the

output3resultoutput3resultis 2neasibleis 2neasible

2 the2 theoutput3resultoutput3result

is easibleis easible



37



11 Process of problem solvin type11 Process of problem solvin type

o rocess election of themeBrasp problemecide themeo rocess 2 Brasp present setup goal

Collect factsecide attac obect valuate sie of the theme contents influence area and

difficulty to mae a solution

et goal control character goal value time limitgtvoid a theme which has prenown result and measure Thin the purpose of the theme to attain goal value Challenge drastic high goal to improve morale



rocess of problem$conto rocess 3 )ae activities plan ecide e5ecution item

ecide schedule and assignment parto rocess gtnalysis of factor 5amine present characteristic 6ined factors

roceed factor analysis ecide applicable items

o rocess amp tudy of measure and e5ecution

how ideas for countermeasure

tudy embodiment of countermeasure Confirm contents of countermeasure

tudy how to e5ecute

5ecute countermeasure



rocess of problem$cont$o rocess - Confirm effect

Confirm countermeasure effectCompare with goal value

Brasp tangible and intangible effect

o rocess 1 tandardiation and fi5ing control

Aevise standard

ecided method of control

Bet fully understood by related people

Train person in chargeConfirm that it is maintain

12Hoamp to -ctivate and perform QC




circle -ctivity 2 how to activate QC circle activity

)ae QC circle gtctivity Boal clear nderstand an activity policy and try it to numerical value to be able

to compare it before the activities and after

gtnalye present data precisely and select data which compare toresult

Clarify the condition to select theme elect problem familiar with the members

Aeview the measure is possible to perform

elect theme which result can be measured with numerical value

elect theme to maintain long term activity elect theme which members can understand

tudy method to analye collecting data

elect theme and guide measure which can be enforced in worplace

)anage QCC meeting with all members participation and present atthe announcement meeting with all members cooperation

2

2 2 8ow to erform QC circle gtctivities



22 8ow to erform QC circle gtctivities

Item Contents of meeting

Aegular

meeting

ecide date day of wee time one

Chec open time from wor assignment and company eventChec available time utiliing production adustment planDccasionally set meeting out of worplace with recreation)eeting time is about 3- minutes

)ini

meeting

)inimeeting at opening time about amp minutes

)inimeeting at lunch time (ith taing lunchtilie time after end other purpose meeting)eeting time is about ampamp minutes

lace (orplace )eeting room Aeception room 0unch room out of worplace Dut of

company reparation

gtll members must understand the meeting subecto their own role homewor to be ready)ember must attend after clearing their own wor

3



18 rani0e QC Circle18 rani0e QC Circle

3 asic QC Circle Drganiation Drganie QC Circle members about amp1 from same worplace

elect group leader from supervisor or leading person in the worplace

Bive the training to all the members to be the leader in the future

32 Consider to divide into subgroup in case In case the worers are divided into the shift daytime night time

morning shift late shift

In case line has many worers divide them front process and bac process

et up oint meeting together with subgroups once every or 2 months

33 Coordination between QC circles gtdopt common bigger theme as one team proect in the cases divided

front process and bac process staff section and line section sales departmentand manufacturing section



3 oint of Drganiing QC circle

gtim for continuous activities The activities in early term gtim for continuing activities pile up

e5perience through practicing familiar theme

2 The activities in growth term gtim for e5periencing interest of

activities to the members gt leader animates activities

3 The activities in maturity term gtim for challenging an important

theme to solve in worplace and maing confidence through deep

e5periences

The activities to grow up membersbull

To have confidence through solving a themebull To study business nowledge and improvement method through

continuing activitiesbull To produce good teamwor through meeting discussion with all

bull To develop independent activities through a leader e5perience

amp



1) Hoamp to Choose heme1) Hoamp to Choose heme

election of gtctivities Theme the problems must be solved in worplace elect a theme after grapes problems with evaluating )ae clear the contents of selected problem ecide the activities theme and give it a name Challenge 3 or more theme in a year

2oint of selecting theme elect challengeable big theme gt theme with difficulty to solve problem and to empower one=s capability gt theme which result of activities is recognied by the boss and the

colleagues of the worplace

gt theme which can be achieved by the members from number ande5perience

35tracting of worplace problem Thin about worplace policy and goal to mae plan Chec appropriate condition and goal in worplace Compare with other worplace and other company -

QC circle gtctivities lan




Theme briefly to now good point badness mngr comte ecmng

uper

class +uality cost prdctvty

safe morale standard yes no

ection code Circle name 0eader name )ember Circle code

Aeason selected setch of item the graph palato figureetc

ection policy

Target

gtctivity term

5pected effect

tep )ember roleresent condition

gtnalysis

Countermeasure

Eerification

gtdvice

resent condition （ graph chec sheet paleto figure etc ）1

amp 3 QC circle activities meeting



amp3 QC circle activities meeting

reportTeam ame 0eader

ame

ate )eeting0ength

Theme

(hat is to be discussed

Aesults

2 Cause of problem

3 Countermeasure which should be done by member

Countermeasure which should be ased to another department

amp roblems and4or improving items that come out during discussion

- Comment by supervisor

7

amp amp election of problem solution



ampampelection of problem solution program

theme

o you hove e5perience onubect of theme

ubect achievementtype

roblem solutiontype

)easure e5ecutivetype

Can you analye afactorlt

Can you see 6actors andmeasures lt

yes

yes

no

notudy a

device

yes6irst typeecond type Third type

9

1 ltample of QC Circle -ctivity



1ltample of QC Circle -ctivity

$QC 3tory(

tep-

Introduction of QC circleQCC gtame- ed $o3QC Circle make up- asta andacaroni production line- males

tep- electing a theme- eneraltheme- inimie production loss inpasta and macaroni line

The selected theme is 445acaroniwastage during starting andstopping o production operation66

amp



amp

tep Current ituation



tep Current ituation7identifcation and recognitiono the eatures o the problem8

bull Collect data from lo boo recorded by cause for silt

months and analye the data by Pareto diaram to

determine which causes are critical for big amount of

macaroni loss

bull Cause )acaroni loss during starting and closing of

machine

bull -rea gtt short cut pasta production area

4macaroni line4

verage mount o 5acaroni loss or the



glast month

75arch 9 ugust8

amp3

t $ t l



tep $ et goalbull )hat A 8ecrease amount of

cracked acaroni in uintalsduring starting and stopping of themachine

bull )hen ABy the 9nd of gtovember+00

bull +ow many A$rom 6 Qtls to +

Qtls

amp

t ti it l



tep ctivity lan Why What Where Who When Hoamp

b=ectives Items to be

implemented

9ocation Person in chare 3ep 1 gt ov 8 ethod

P et up issues elect theme )eeting Aoom gtll ep 3 )atri5

Collectinformation lanning )eeting Aoom gtll ep amp(I8

5amine resent status)acaroni

production area

)r elachewleader

)r Fiflu ep G ep 2 areto iagram

Boal et goal )eeting Aoom gtll ep 22 ased on the data

Identify problems gtnalye causes )eeting Aoom gtll ep 22Cause and ffectiagram

5amine and 0istalternatives 5amine measures )eeting Aoom gtll Dct

Cause and ffectiagram

Implement

measures

Implement

measures

)acaroni

production area

)r elachewleader

)r Betahun Dct 7 amp(I8

CConfirm Confirm effects

)acoroni production area

)r elachewleader

)r Betahun Dct ov 2 pareto diagram

-6ollow up

progress

tandardie)acoroni

production area)r 8eno

)r Betachew ov 9 amp(I8

Aeview of futureissue

)acoroni production area gtll veryday

CommunicationAeview meetingampamp

tep nalylte actors



tep nalylte actors7fnd out the main causes8

amp-



5ain causes 6re+uent power interruption

2 0ow grade raw material

3 o preventive maintenance according to

schedule

0ac of operator training

amp Cutter sharpness is not enough

amp1

tep 93amine and 7mplement



tep - 93amine and 7mplementmeasures

Problems Aacts Counter

measures $Plan(

Bude

1 6re+uent owerinterruption

Insufficient power from thesource

The bac upgenerator shouldhave enoughfuel

2 0ow grade Aaw materials (heat doesn=tmeet standard

Change supplyfrom local to

import8 o preventive maintenance

according to schedule0ac of spare part ot followingchedule

Improve spare part orderingsystem Training tofollow schedule

) 0ac of operator training ot enoughstandard andtraining plan

)ae necessarystandard andgive training

Cutter sharpness is notenough

0ong time usage )ae it sharpAeplace it ontimelace the cutter

on right placeamp7

= ti



=ctionsto eliminate the causes

QCC ept ov 3 2 What When Where Who Hoamp Why

6re+uentInterruption of

power

y the endof Dct

)acaroni productionarea

0eaderHDperator

The bac upgenerator should haveenough fuel

To preventdamage due tointerruption

2 0ow grade rawmaterial

y the endof Dct

)eetingroom

0eader Change supplierfrom local to import

to havestandard wheat

3 o preventivemaintenance

y the endof Dct

)eetingroom

Incorporationwithmaintenancehead H0eader

Training to followscheduleImprove spare partorder system

to eepcontinuousmachinerunning

0ac oftraining

y the endof ov

)eetingroomDffice ofleader

0eader Hmembers0eader

)ae necessarystandardBive trainingrepare training plan

6or eachworer to haveenoughnowledge

amp Cuttersharpness notenough

y the endof Dct


Dperator )ae it harpAeplace on timeplace it on right

place

To eep itssharpness

amp9

tep amp Confrm =esult by



p yComparing with the set target

7confrmation o the egtectiveness o

the action and make sure theproblem is prevented rom occuringagain8a )acaroni loss reduced from )1quintal to 1 quintal

and the achieved oal is D

b Aeduced damage loss 97 5 G amp 2E) irr

c (orers developed good attitude towards their wor

d (orers became more

familiar to their wor

-

tep tan ar ltat on7 li i t th th bl



p7eliminate the cause o the problem

permanently8

-



-mount of acaroni 9oss in Quintal on

ctober

-2




ovember

-3



tep conclusionreview the problemsolving procedure and plan

fiture wor

gtctivities

um up the problems remaining

2lan what is to be done to solve those

problems

3Thin about what has gone well and badly

in the improvement activities

-



1valuate QC circle gtctivities

bull valuate QC circle activities once a year )eeting number of times more than times4month

2 )eeting participation rate more than 9J

3 )eeting spea out rate more than 9J

olved number of theme more than 3 cases4circle year amp Techni+ue use occasion more than amp inds4theme

- umber of doing announcement 2 cases4circle year

1 umber of suggestion 2amp cases4circle year

7 umber of study times more than times4circle year

-amp

7QC circle activities at office worservice



7QC circle activities at office worservicesection and indirect section

7Qccircle activities at office wor

(hat is +uality of office wor indirect sectionbull KAesult of worL which customer evaluates is +uality

bull Quality control is Kcreate activities with cooperation to getcustomer=s satisfaction as result of wor with economicallyM

① Dn the process thin that ne5t process is customer② Nudged and acts based on fact se QC techni+ue

③ Turn the control cycle Cgt

④ 6ocus on dispersion se histogram graph controlfigure

⑤ Important intention se arato figure

⑥ Investigate cause thoroughly se fish bone figure

⑦)ae a point of process +uality is made in the process

--

i l i i i i



72QC circle activities of office wor

Carefulness to select theme

① tudy how to apply to theoffice wor after understandQC circle activities base

② elect theme to establish a bright worplace withdiscussing all of members

③ Improve wor process andeep the effect in future

④ elect theme to focus onavoiding wor error

⑤ It is also important themesto study and use QC techni+ue

⑥ stablish new wor processwhen evaluate its used result

5ample of office wor theme

① Improve controlling secretary=swor

② tandardie preparation visitor=s lunch

③ implify reception business ④ horten telephone calling time

⑤ Aeduce business mistae

⑥ implify business form

⑦ horten calculation time and preventmistae

⑧ Improve maing budget process

⑨ Improve and standardie office wor

⑩ horten document picup time

⑪ revent data entry mistae and controldelivery time

⑫ Aeduce times of telephone call and thecost

⑬ (or on arrangement and ordering inworplace

⑭ e strict on maing report time limit

⑮ 5pertise monthend mae up wor-1

73QC circle activities of service




sectionbull Characteristics of service section wor

① gtll the wor obects are KhumanL② gtlmost all the wor is also produced only by KhumanK

bull Boal achievement is made by human=s morale

① gtvoid monotonous repeating wor and establish worplace

respecting humanity② )ae good human relationship with close discussion

③ eing recognied importance of wor and raise responsibility

④ roduce Noy in wor and create vigor mind in worplace

⑤ stablish discipline in worplace and proceed proper wor

⑥ top wor mistae

⑦ Improve wor efficiently with improving mind problemconsciousness

⑧ Improve service for customer-7

7QC circle activities of indirect



sectionbull There are problems in indirect section wor as follows

① gt common goal is hardly made because each employee=swor is separate and little common wor

② It is difficult to catch result as direct money effect

③ Quality and improvement consciousness is low because their

wor isnOt connected with production directlybull ut when analye them indirect section wor is classified in to

three groups

① Indirect manufacture section electric power maintenanceanalysis wor (or content is manufacture wor

② ervice section telephone e5change data entry guard (or is repetitive and manufacture e5perience can be utilied

③ Dffice wor accounting general affairs personnelmaterial It is the same as the office wor e5plained before

-9

9 Training of QC circle gtctivities



9Training of QC circle gtctivities

bull gt leader training meeting Dperate day and night training for targeting 3 leader to develop leadership

Contents is lecture of the manager group discussion nowledge for nation wideactivities

bull 0eader lunch meeting )anager listen about activities story from about leaders to e5change

information 0isten opinion to activate QC circle activities and help toward the re+uest

bull 8old ob class meeting for horiontal development of sill Interchange meeting on night 2days with 2 leaders of same or related type of

ob Dpinion e5change through worplace tour each other Tae good debate in same ob type and group discussion and announcement

bull The creativity sill training meeting to raise an idea gt 2 days training meeting for managers promoted and sub managers Contents are lecture group practice and the announcement Lthe practice of brainstorming and evaluationM

bull Training meeting of processing subect achievement activities )ae Lgtctivities practical manualL KCases studies booL of subect achievement Train manual on order managers supervisors and QC circle members

1

2gtwarding QC Circle gtctivities



1

Awarding QC Circle activities leads to the activation and promotion

of these activities It is important to establish an award systemExample of awarding system

Type of award Presenter Description

ThemeCompletionaward

Presentation withindepartment

DepartmentSectiondirector

ecogniing circles for their presentation atdepartmentlevel or sectionlevel QC Circlepresentation meeting

Improvementproposals Accordingto ranclassification

Awarding circles based on res$lts of reviewin the proposal system

QC Circle conference awards in ab$siness $nit

Director ofb$siness $nit

Awarding circles for their presentation at QCCircle conference held at the b$siness office

Company wideQC Circleconferenceawards

Companywide QCCircle conferencepresentation awards

Topmanagement

Awarding circles for their presentationrepresenting their respective department at acompanywide QC Circle conference

Awarding circles for their eemplary activitiesthro$gh the year

QC Circleactivitiesawards

Ann$al awards foractivities

C l b t A lt



Celebrate Aesults

eam ampor



e ampo



WhatFs the difference betampeen Good and Gpoor teams



p

raps



rapsbull I 7noampitall

bull ot learnin quicly6movin sloamply

bull Isolation6epartmentalism6 erritory

bull 7eepin eltistin team

Culture$3tatus quo(

bull alin too much on little results

bull isleadin reports

bull Bust to please bosses

bull Captured6influenced by ampron

people6 373

bull scillation



11

Jideo 3ession

Industry 9eaders and ust Correctly



End


Knderstand

and Practice 7ai0en in -ll -ctivities



1 What is Quality Control

bull Quality Control is a total management emphasis

on the significance of quality in order to develop

produce sell and serve the products which satisfy

customers economically

bull It tries to find problems in early stage and carry

out recurrent prevention according to the

problem databull It is not only inspection

bull Inspection is simply sorting out good products

from poor according to given standards2




3















amp











-




To manufacture


to divide the wor


2 (orers are only


any mistae

)ass roductionavi


were good indeed to

raise wor



in their wor


manufacturing

products 1



oll of QC Circle







of interest and

meaningfulness



handling the ob and




of a group whose



7




9













oce workers











2




3














etc







the problem

amp






-



bullelecting theme


bull cheduling



and QC techni+ues






) ypes of QC C






1



ypes of QCC+





the same problem




circles

7



ypes of QCC+




9











2











by the firm

2










be now solved

22



















wor methods





2amp




2-































9 ti t f QC Ci l





ureau



Promotioncommittee

3ectioncommittee


4

3ectioncommittee

3ectioncommittee

3



9 )anager=s Aole



activities







activities 32




7ai0en core team







33









3






3amp



5 embers role







3-





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Documents

Quality Control Circle (English)