quality circles pv
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Quality Circles
Prem Vrat
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Definition
Quality Circle consists of a group of work force level people,
usually from within one department ,who meet voluntarily and
regularly to identify, analyze , discuss problems concerning
their work.
A number of these groups located throughout the organization
will discover ways to:-.
Cut costs, Speed up production,
Improve quality,
Reduce absenteeism.
And make the organization a safer and more pleasant place to work in.
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QC BASICALLY PERSUES TWO TYPES
OF PROBLEMS
Those concerned with the personal well-being of the worker
Those concerned with the well-being of thecompany
Perhaps the most important benefit ofQC is:-
effect on peoples attitude and behavior
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HOW?HOWDOES THE QUALITY CIRCLEOPERATIONWORK?
DATA FROM
SPECIALISTS
IF NECESSARY
IMPLEMENT
REVIEW OF
RECOMMEDATION
APPROVAL BY
MANAGEMENT
MANAGEMENT
PRESENTATION
ARRIVE AT
THE BEST
SOLUTION
PROBLEM
ANALYSIS AND
DISCUSS
ALTERNATIVES
PROBLEM
SELECTION BY
MEMBERS
PROBLEM
IDENTIFICATION
QC OPERATIONCYCLE
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OPTIMUM SIZEOF CIRCLE
Optimum size of a QC is 7 or 8
members. The size of the circle can vary
from 2 to 10 members. The number ofmembers should be such that the circle
is effective.
Membership is strictly voluntary. No
one is invited to join and no one is kept
out.
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Objectives
Ensure harmony
Better interrelationship
Effective team work
Job satisfaction
Improve quality
Problem Solving capacity
Problem prevention ability
Communication
Self development
Leadership development
Safety awareness
Productivity
Team building
participation
Self- discipline
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Structure of QC
Top management
SteeringCommittee
Facilitator
Leader, deputy leader
Members
Non- members
Coordinating
Agency 6
5
4
3
2
1
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The function of a member
Attend all the meeting
Learn the quality control techniques
Follow the code of conduct
Participate in the discussion
Help to lure more members
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Leader
The QC leader is elected by the circle
members. Normally the supervisor is
designated to perform this role The leader must be capable of managing
all types of members such as silent,
talkative, playboy and recognition seekers.
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The coordinator or facilitator
Responsible for coordinating and conducting QC
activities.
Functions Forms the link between the circles and the rest of
the organization.
Works closely with the steering committee.
Coaches and trains the circle leaders. Arranges meetings with the management.
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Key functions of the steering committee
Selecting the facilitator.
Decision about rewards.
Establishing the method ofrecognition.
Establishing the promotion andpublicity plan.
Establishing training materials
methods and updating bycontinuous review.
Maintain records on costsaving, implementation cost etc.
Establish circle objectives.
Determine the activities that are
outside the character of thecircle.
Identifying the resources.
Determine the requirement of
consultancy services.
Evaluating in-house capabilityand potentials.
Developing the QC policy and
procedure document.
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To understand the concept andphilosophy in the right perspective.
To translate the philosophy into practicefrom concept to completion.
To make use of the simple statisticalquality control techniques for the
effective analysis of problems in thecircle.
To learn the effective techniques forcommunicating the results and presentingthe activities of the circle.
Training Objectives
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Training of QC members
The leader trains members (with the help ,if
necessary, from the facilitator) during a
portion of circle meetings, as and whenrequired
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Techniques employed in QC
Brain storming.
Data gathering.
Check sheets. Pareto analysis.
Cause and effect diagrams.
Presentation technique.
Histogram. Control charts.
Stratification.
Scatter diagram.
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POTENTIAL PITFALLS FOR THE
FAILUREOF QC
Irregularity in holding the
meeting.
Too much paperwork and
inadequate facility to cope withpaperwork.
Circle running out of innovative
ideas.
Setting unrealistic goals
.
Lack of training or poor training.
Lack of active involvement fromthe leaders and facilitators.
Domination by few members.
Expecting quick results.
Emphasizing on tangible resultsat the initial stage.
Lack of facilities for the meeting
such as meeting room, blackboard.
Contd
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Delay in the implementation of recommendation by
management.
Choosing problems which are too difficult to tackle by circles.
Choosing problems requiring the help of outside agency.
Failure to expose the peripheral services, like
designs,engineering, methods ,purchase, and marketing etc.
Insufficient support from the management.
Union relationship.
POTENTIAL PITFALLS FOR THE
FAILUREOF QC
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Characteristics of Successful QCs
Management is supportive.
Participation is voluntary.
Primary philosophy is people building. Training is an integral part of the programme.
Member learn to work as a team (win and win
philosophy).
Members solve their problems, not stop just
identifying them.
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MISCONCEPTIONS
ABOUT QCQuality circles are not:
Just FOR QUALITY PROBLEMS,
A forum for grievances,
A SPRING board FOR DEMANDS,
A panacea for all ills.
A substitute for:
---Task force---Product committee
---Quality control
---Suggestion scheme
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SALIENT FEATURES
1. Everybody participates & contribute in
process of decision making
2. Problem are chosen , not assigned
3. Decisions is by consensus, not by majority
4. Management blessed , not management
directed
5. Members are responsible for totalperformance ie. Starting from identification
of problem to implementation of the solution
6. Aims at improving the quality of work life
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THANKS!!!
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