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International Journal of Mechanical Engineering and Technology (IJMET)
Volume 8, Issue 12, December 2017, pp. 793–809, 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. 793–809.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12
Shantanu Kulkarni, Shantanu Welekar, Arun Kedar
http://www.iaeme.com/IJMET/index.asp 794 [email protected]
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.
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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.
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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).
Quality Circle to Improve Productivity: A Case Study in a Medium Scale Aluminium Coating Industry
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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.
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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
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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
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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.
Quality Circle to Improve Productivity: A Case Study in a Medium Scale Aluminium Coating Industry
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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
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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
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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
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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.
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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
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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
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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
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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.
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