Unit 4 quality circle

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    29-Nov-2014

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It gives u about Quality Circle

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<ul><li> 1. QUALITY CIRCLE Other Names Small groups, Action circles, Excellence circles, Human circles, Productivity Circles </li> <li> 2. 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 </li> <li> 3. 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 </li> <li> 4. QC CONCEPTS Form of Participation Management A HRD Technique A Problem Solving Technique </li> <li> 5. 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 organisations objectives </li> <li> 6. 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 </li> <li> 7. 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 </li> <li> 8. 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 </li> <li> 9. STRUCTURE OF QC </li> <li> 10. ELEMENTS OF QC Top management Coordinator Steering committee Facilitator Leader Members Non-members </li> <li> 11. ROLES &amp; RESPONSIBILITIES OF MEMBERS OF QC STRUCTURES </li> <li> 12. 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 </li> <li> 13. 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 group ii) Team maintenance iii)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 </li> <li> 14. 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 </li> <li> 15. 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 </li> <li> 16. 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 </li> <li> 17. 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 </li> <li> 18. 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 </li> <li> 19. 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 teams progress Maintain a friendly attitude Strive for enthusiasm Look for merit in the ideas of others </li> <li> 20. 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 </li> <li> 21. 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 </li> <li> 22. TANGIBLE GAINS INTANGIBLE GAINS Better Quality Productivity improvement Higher safety Greater cost effectiveness Better Housekeeping Increased Profitability Waste reduction Reduced absenteeism Reduced Grievances GAINS OF QC 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 </li> <li> 23. LIMITATIONS OF QC Participation is not always voluntary in all cases Participation fades away if it lacks the top managements support No involvement of Trade Union </li> </ul>