QUALITY CIRCLE

Other NamesSmall groups, Action circles, Excellence circles, Human circles, Productivity Circles

DEFINITION - QC

A small, voluntary group of employees and their supervisor(s), comprising a team of about 6 to 10 members from within same work area or doing similar works, that meet regularly to solve problems relating to their job or workplace

MEANING - QC

A QC is a small group of people who meet together on a regular basis to identify, analyse and solve quality, cost reduction or any other problem in their work area, leading to improvement in their total performance and enrichment of their work life

QC CONCEPTS

Form of Participation Management

A HRD Technique A Problem Solving Technique

OBJECTIVES OF QC

To promote job involvement To create problem solving capability To improve communication To promote leadership qualities To promote personal development To develop a greater awareness for cleanliness To develop greater awareness for safety To improve morale through closer identity of

employee objectives with organisation’s objectives

OBJECTIVES OF QC (CONTD.,)

To reduce errors To enhance quality To inspire more effective teamwork To build an attitude of problem prevention To promote cost reduction To develop harmonious manager, supervisor and

worker relationship To improve productivity To reduce downtime of machines and equipment To increase employee motivation

CHARACTERISTICS OF QUALITY CIRCLES

The optimum number of any QC is between 6 – 10 The QC should have a homogeneous group where

participation members must be from within the same department or work area

The participation of QC members should be voluntary. No compulsion or pressure is to be brought on employees to join or not to join the QC

The members of QC should meet regularly once in a week for an hour after their working hours or during working hours to discuss the problems related to their work and find solutions to the problems

CHARACTERISTICS (CONTD.,) QC address 2 types of problems Those concerned with the well-being of the

company (such as quality and productivity related problems)

Those concerned with the personal well-being of the worker (such as working conditions, safety, work relations, housekeeping etc.,)

The member of QC should be trained in statistical and other problem-solving tools so that they can identify, analyse and resolve work-related problems

Training and QC activities must be carried out on company time

Final recommendations of the QC must be acceptable to the management before they are made effective

STRUCTURE OF QC

ELEMENTS OF QC

Top management Coordinator Steering committee Facilitator Leader Members Non-members

ROLES & RESPONSIBILITIES OF MEMBERS OF QC STRUCTURES

QC MEMBERS

Attend all possible meetings Offer views, opinions and ideas freely and

voluntarily in problem solving Participate actively in the group process Contribute to find solutions to the problems Contribute to implement solutions Attend training seriously with a receptive

attitude Assist leader/deputy leader in circle activities

QC LEADER

Conducts meetings regularly Moderates in meeting Involves all the members Keeps the cohesiveness of the group Makes the necessary facilities for enabling QC to perform without

constraints Takes the team towards the goal Takes care of:

i) Task behaviour of the groupii) Team maintenanceiii)Disruptive or negative behavior to the management

Presents solutions/suggestions to the management Keeps the circles informed on the status of previously submitted

suggestions Trains the members in various problem solving techniques

FACILITATOR Coordinates the work of several Qc through

leaders Serves as a resource for the circle Works closely with steering committee Trains members by assisting leaders whenever

required Arranges management presentations of his circles Coordinates and monitors all activities Maintains circle records Evaluates circle activities Encourages, pats and functions as a cheer leader Publicizes the circle activities

STEERING COMMITTEE

Meets regularly once in 2 or 3 months Takes an overview of the operation of QCs in the

organisation as a whole Takes important decisions at the organisational level Gives guidelines and directions Provides resources – space, time, training facilities, finance

(if required) Attends management presentations and get-to-gethers Reviews periodically the progress Ensures adequate training opportunities to the facilitator(s),

leaders and members Recognizes the contributions of the facilitator(s), leaders and

members

COORDINATOR

Registers the circle Interacts with all Convenes steering committee meetings Maintains records, organizes systematic

documentation Arranges management presentation Organises various training programmes,

including exposure programme Arranges presentation of case studies in sister

units

COORDINATOR (CONTD.,)

Publish periodicals Organises six monthly, annual conventions,

develops facilities for the programmes Arranges periodical survey Helps in deputing people for seminar,

convention, outside convention, presentation etc.,

Prepares a budget for the functioning of QC Helps in solving problems encountered in the

implementation of QC

HOW DO QC OPERATES? Appointment of a steering committee, facilitator and

quality circle team leaders Formation of quality circles by nomination/voluntary

enrolment of quality circle members Training of all QC members (by an expert

consultant) Problem data bank and identification of problems for

quality circle work QC problem resolution by QC through standardised

techniques Presentation of QC solutions to management Evaluation of award/recognition

CODE OF CONDUCT FOR QC

Attend all meetings and be on time Listen to and show respect for the views fo other

members Make others feel a part of the group Criticize ideas, not persons Help other members to participate more fully Be open to and encourage the ideas of others Every members is responsible for the team’s

progress Maintain a friendly attitude Strive for enthusiasm Look for merit in the ideas of others

CODE OF CONDUCT FOR QC (CONTD)

Pay attention and avoid disruptive behavior Avoid actions that delay progress Carry out assignments on schedule Give credit to those whom it is due Thank those who give assistance Do not suppress ideas, do express Objectives and causes first, solutions next Give credit to those whom it is due Give praise and honest appreciation when due Ideas generated by the group should not be used as

individual suggestions to suggestion scheme

PROCESS OF QC OPERATION

Problem Identification Problem Selection Problem Analysis Generate alternative solutions Select the most appropriate solution Prepare plan of action Present solution to management Implementation of solution

GAINS OF QC

TANGIBLE GAINS INTANGIBLE GAINS

Better Quality Productivity

improvement Higher safety Greater cost

effectiveness Better Housekeeping Increased Profitability Waste reduction Reduced absenteeism Reduced Grievances

Enriched quality of work life

Attitudinal changes Harmony, mutual trust Effective team working Better human relations Participative culture HRD Promotion of Job

knowledge Greater sense of

belonging

LIMITATIONS OF QC

Participation is not always voluntary in all cases

Participation fades away if it lacks the top management’s support

No involvement of Trade Union