Quality control circle presentation

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    11-Jan-2015

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Features:The organization gets the total manHumanize the work i.e. Quality of work life is stressed and improvedBrings out extra-ordinary qualities from ordinary peopleTo display the human capabilities fully and eventually draw out infinite possibilitiesPrepares the employer and employees to meet the challenges of the changing time and condition

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  • 1. Prepared by M.Ganesh Murugan 9715447621
  • 2.
  • 3. The QC circle was formally organized in Japan in 1962 by Japanese Union of Scientists and Engineers (JUSE) and the man who initiated the idea is Dr.Kaoru Ishikawa
  • 4.
    • The organization gets the total man
    • Humanize the work i.e. Quality of work life is stressed and improved
    • Brings out extra-ordinary qualities from ordinary people
    • To display the human capabilities fully and eventually draw out infinite possibilities
    • Prepares the employer and employees to meet the challenges of the changing time and conditions
  • 5.
    • Ensure harmony
    • Effective team work
    • Job satisfaction
    • Problem solving capacity
    • Communication
    • Self development
    • Leadership development
    • Safety awareness and housekeeping
    • Productivity
    • Team building
    • Participation
    • Self-discipline
  • 6.
    • 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-focussed, but performance-oriented
    • Not for changing the existing organisational structure or chain of command
    • Not a cure all or sure cure technique
    • Not a panacea for all ills
  • 7.
    • One of the prime objectives of QC is to improve the quality of work life and environment
    • The survival and prosperity of any enterprise depends on the bottom line of the balance sheet i.E.
      • Net profit/economic viability and stability. A higher level of quality will result in satisfied customer, repeat business, which in turn will improve the profitability, job security and overall harmony of enterprise.
      • Hence, the emphasis on quality
  • 8.
    • Everybody participates and contributes in the process of decision-making
    • Problems are chosen, not given
    • Decision by consensus, not by majority
    • Performance-oriented, not problem-oriented
    • Bottom-up approach
    • Management-blessed, not management-directed
    • Members are responsible from the identification of a problem to implementation of the solution i.E. For total performance
    • Aims at the quality of work life
    • Does not replace or substitute any of the systems or structure
  • 9.
    • Problem identification emanates from
      • The members of the circle
      • Management
      • Staff or technical experts
    • Several problems are identified and the selection of the problem is the prerogative of the circle
    • Problem analysis and discuss alternatives
      • Data from specialist, if necessary
    • Arrive at best solution
      • Circle members discuss various alternatives also before reaching the best solution
  • 10.
    • Management presentation
      • The circle makes its recommendations directly to its in-charge using a powerful communication
    • Review of recommendations and approval by management
      • Thoroughly in consultation and coordination with peripheral departments and approves or disapproves
    • Implementation
      • Approved recommendations are implemented. Recommendations that are not approved are
      • Communicated to the circle members. It is imperative to explain the reasons to the members of the circle for not approving their recommendations. Communication should be effective in either case
  • 11.
    • From the familiarity of the members as well as leaders with the operation in which they are involved
    • In day-to-day work
    • From the proposals or suggestions by clients
    • From the suggestions by the HODs
    • From the suggestions or proposals by any employee in the organisation
    • From the objectives set out in the companys annual plan/target
      • However, it is the prerogative of the circle to select the problem although the suggestions can emanate from various sources
  • 12.
    • Positive attitude
    • Frank discussions and brainstorming with everyone participating in a cooperative manner
  • 13.
    • QC should exercise a systematic approach
      • Confirms the existence of the problem
      • Understands the nature of the problem
      • Identifies the symptoms
      • Finds out the causes
      • Prepares a systematic programs for study
      • Checks those programs with the other members
      • Delegates assignment to members
      • Seeks advice and assistance if required from outside agencies
  • 14.
      • Finds out the various possibilities
      • Uses the relevant techniques that are learnt for problem-solving
      • Prepares a report of its proposal once it arrives at a solution
      • Evaluates the relevance and practicability of the solution
      • Recommends the solution
      • Implements the solution
  • 15.
    • 1.Meeting
      • A QC meeting must be the focal point of all activities
      • The meeting time should be such that it is convenient and acceptable for all members
    • 2.Subject (themes)
      • The subject chosen should be in consonance with the policies of management
      • A subject which is familiar and of common concern to all the members of the circle should be handled first
      • Only work related problem should be chosen
      • A problem whose solution is within the capability of the members of QC should be selected
      • The subject should be so chosen for the impact of its solution
      • As a rule, a problem should be selected which can be solved within reasonable period of time
  • 16.
    • 3.Managing the activities
      • Give opportunities for simple and brief presentation for those members who are not used to speaking
      • Before others
      • Familiarize all the members with the environment gradually
      • Utilize every opportunity of praise
      • Suggest better ways of doing things after appreciating their efforts
      • What is salt to food is humor to effective discussion without tension. A sense of humor is a necessary ingredient but strict discipline should prevail
      • Circle members should display their respective role by earmarking their responsibility
      • Use simple techniques effectively and thoroughly
  • 17.
      • A problem must be selected and solved only if the members can assure themselves that it will not reoccur
      • People must be sufficiently motivated even to the point of becoming greedy in getting the most out of activities
  • 18.
    • 4.Education of QC members
      • QC members must make it a habit to study
      • Read text books as many times as possible and make the best use of them
      • Develop the habit of getting as much data as possible from as many sources as possible and utilize them to the maximum extent
      • Knowledge is not sufficient, but the application of knowledge is more important
      • What is digestion to food is contemplation to knowledge. Hence applying the knowledge that is acquired in solving the problem is key to the success of circle
      • Apply the techniques in such a simple manner that everyone can understand
  • 19.
    • 5.Key factors for the success of QC activities
      • Make a master plan and divide into elements
      • Study, discuss and solve the problem with the co-operation of all the members so that their commitment is assured for the implementation
      • Constantly review the progress and the status of the solution
  • 20.
    • 6.How is a QC program organized?
      • A qc program is an integrated system made up of several components
      • The members
      • The leader
      • The facilitator
      • The executive committee
    • The facilitator takes direction from the executive committee and co-ordinates the activities of the circle meeting and the leader conducts the meeting in such a way that the members of the circle participate
  • 21.
    • 7.How to ensure longevity of QC activities?
    • The following essential ingredients are imperative
    • 7.1.To be problem conscious
      • The leader, who is normally the group head/shift head should understand the role and function of
      • Leading the sub-ordinates. They should continuously and constantly learn about the technique.
      • Support from top and middle management is essential to make qc self-motivating
      • Peripheral departments also must give their blessings for the continued effort of QC activities. Participation by everyone should not only be encouraged but ensured
  • 22.
    • 7.2.To enhance peoples awareness in 3 areas
      • Quality (quality of entire working life)
      • Problem
      • Improvement
    • People must be quality conscious in order to promote QC activities. Once people become problem conscious, improvement is bound to follow
  • 23.
    • 7.3.Ensuring voluntary participation
      • People get real satisfaction when they are totally committed to think and act on their own
      • For the overall prosperity. If one understands why the activities should be carried out voluntarily, the commitment is bound to follow
  • 24.
    • 7.4.To find pleasure and sense of satisfaction in the QC activities
    • There are ten kinds of happiness in QC activities
      • Happiness of developing self-confidence
      • Happiness of being recognized for ones activities
      • Happiness of displaying ones ability and capability
      • Happiness of acquiring the ability to identify ones capability
      • Happiness to develop and enrich ones potential ability
      • Happiness to be able to recognize ones potential ability
      • Happiness to understand and co-operate with the members of the circle
      • Happiness to have friends and affectionate sub-ordinates
  • 25.
      • Happiness to belong to a company where the QC activities are encouraged and promoted
      • Happiness of gaining indirect material reward through the prosperity and growth of the company
  • 26.
    • 7.5.Training
      • Training and re-training from the top management to the circle member is an indispensable and inevitable part of ensuring longevity of circles
      • The members must also be taught value engineering, job instruction, job method, job relations, creativity development and leadership qualities
  • 27.
    • 7.6.How often the circle meetings are held?
      • As a rule of the thumb, circle meetings are held once in a week
      • However, some companies have introduced variations
        • It is desirable to reduce the duration and increase the frequency of the meeting.
    Format enclosed
  • 28. Format enclosed
  • 29.
    • The QC circle is program is an integrated system consisting of the following
      • Steering committee
      • Divisional review committee
      • Coordinators and facilitators
      • Circle leader
      • Circle members
  • 30.
    • Steering committee
      • This committee comprises of the executive director, general managers and a member secretary (nominated by management). This committee sets goals and objectives for the QCC activities and establishes operational guidelines
      • It meets as often as necessary but at least once a quarter to review the progress. The secretary is responsible for the overall coordination of QC circle activity in the company
  • 31.
    • Divisional review committee
      • This committee comprises of the divisional head, departmental heads, coordinators and facilitators(member secretary). It provides active support to the circles
      • The committee meets as often as necessary but at least once a month to review the progress
  • 32.
    • Coordinators
      • Organizes training programs for members as and when new circles are formed
      • Convenes the steering committee meeting regularly once in two to three months and maintains the minutes thereof.
      • Organizes top management presentations regularly once in two to three months
      • Centrally registers circles as and when formed and also maintains records of number of members, frequency of management representations, etc.
  • 33.
      • Co-ordinates and evolves a consensus for norms to asses the performance of different quality circles and of different divisions
      • Co-ordinates and ensures availability of common facilities to all quality circles
      • Prepares a budget for the functioning of quality circles and s