quality control circles

QUALITY CONTROL CIRCLES

PRESENTED BY:

SOOKRAMANIEN LOVIN

SOPHIE VIRGINIE

SOYDAN SADEEYAH

SREENEEBUS NADJAAH

TANNER STEPHANIE

HISTORY OF QUALITY CONTROL CIRCLES

DEFINITON

• Quality Control Circles (QCC) is a team up to 12

people who usually work together and who meet

voluntarily on a regular basis “to identify

investigate, analyze and solve their work- related

problems”. (Millson and Kirk-Smith, 1996).

CHARACTERISTICS OF QUALITY CONTROL CIRCLES

• Small group Composed of three to ten volunteers

• Continual control and improvement throughout the flow of work

• Autonomous operation Solve problem autonomously as they are free to choose the

problem to solve

CHARACTERISTICS OF QUALITY CONTROL CIRCLES (CONT’D)

• Utilization of Quality Control Concepts, tools and techniques

• Part of TQM or a company-wide QCC program

• Self- development

OBJECTIVES OF QUALITY CONTROL CIRCLES

• To improve the quality and productivity

• To reduce the costs of products or services

• To identify and solve work-related problems that interferes with production

• Permit employees to develop and use greater amount of knowledge and skills

• To improve communication

• To increase employees loyalty and commitment to the organisation

• To enrich human capability, confidence, moral, attitude and relationship

STRUCTURE OF QUALITY CONTROL CIRCLES


Senior Management

• Commitment of senior management must be total, i.e there should be earnest support of top management

• They must be convinced about the likely benefits of QCC

• They must provide the resources to allow the introduction of the programme


Steering Committee

• They formulates policies for the implementation of QCC

• They deliberate and decide on suggestions forwarded by QCC for solving problems

• Usually consists of departmental heads from every major function, such as, production, finance, marketing amongst others

STRUCTURE OF QUALITY CONTROL CIRCLESCoordinator• The coordinator acts as facilitator

• He is responsible for the coordination and direction of QCC activities in an organisation

Facilitator• He is generally a senior employee who performs certain

functions and duties to facilitate and guide the QCC

• He must work as a chief-coordinator and his role consists of:Communicating with all levels of management and obtaining their support and maintain an open and supportive environment


Quality Circles Leader

• The leader must be elected by the members of the circle

• The leader must possess such skills like discussion, initiation and communication

Their roles consists of:

Encouraging his members to actively participate in circles activities, conduct meetings in an orderly and effective manner, act as a link between members and facilitator and train and guide members in problem-solving techniques.


Quality Circle Members

• They voluntarily form the circle and they are the lifeblood of the quality circles

• Their roles consists of:Attending meetings, offering suggestions and ideasand actively participate in group process. They must also undertake research and investigations and assist QCC in problem-solving.

PROCESS OF OPERATION OF QCC

1. Problem Identification

2. Problem Selection

3. Problem Analysis

4. Generate Alternative Solutions

5. Select most Appropriate Solution

6. Preparation of Action Plan

7. Implementation of Solution

PROCESS OF OPERATION OF QCC (cont’d)

Source: Jena (2005) cited in Konnur and Joshi (2009)

CONCEPTS AND ATTRIBUTES

According to Joshi(2009), a Quality Control Circle has 3 major attributes namely:

1.Quality control Circle is a form of Participative management

2.Quality Control Circles is a Human Resource Development Technique

3.Quality Control Circles is a Problem solving Technique

CONCEPTS AND ATTRIBUTES (cont’d)

1. Quality Circles is a form of Participative Management

• Participative management system where workers make suggestion and improvement for the betterment of the organization.

• Management and Employees collaboration

• The participative management style creates a learning environment


2. Quality Control Circles is a Human Resource Development

Technique

• Developing, enhancing and utilizing Human resource

effectively

• Bring craftsmanship or self control back to groups rather than

individual


3.Quality Control circles is a Problem Solving Technique

Ishikawa’s Basic Seven Quality Tools:• Ishikawa Diagram• Pareto Chart• Stratification• Check Sheets• Histograms• Scatter Diagrams• Graph and Control Charts


1. Ishikawa Diagram- Identifying and presenting all the possible causes of a particular

problem in a graphical format.

- The list of possible causes usually come from a brainstorming session.

• Steps in creating a Fish Bone Diagram• -Identify the Problem• -Identify the major factors• -Identify the possible causes• - Interpret the diagram


2. Pareto Chart

• Pareto analysis is a classical technique for ranking the problems or activities after their importance.

• The Pareto chart are histograms aided by the 80/20 rule adopted by Juran.

3. Stratification• The purpose of stratification is simply to divide a set of

data into meaningful groups


4. Check Sheets• Simplest method of collecting data

• Useful for recording direct observation 5. Histograms• Pictorial way of representing information

6. Scatter Diagram• It examines the relationship between two variables

• It provides a visual representation on two sets of data


7. Graphs and Control Charts

• Shewhart Control Chart for quality control

• Common causes of variation and assignable causes of variation

CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC

1. Change of Culture

• Overcome resistance to change

• Opt for consensus management

• Develop corporate consciousness

CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC (Cont’d)

2. Training

•Brief orientation program for top management

•Program for middle level executives

•Training for circle leaders and members

CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC (Cont’d)

3. Employee involvement and empowerment

• Regular participation of employees in decision-making and suggestions.

• The driving forces behind increasing the involvement of employees are the

conviction that more brains are better, that people in the process know it best, and

that involved employees will be more motivated to do what is best for the

organization.

• Giving employees decision-making and problem-solving authority within their jobs.

BENEFITS OF QUALITY CONTROL CIRCLES

• Sense of ownership

• Two way of communication

• Address problems

• Team spirit

IMPEDIMENTS OF QUALITY CONTROL CIRCLES BY OKADA (2003)

• Leader can’t motivate members

• Leaders lacks qc circle concepts, tools and

tecniques

• Solution the circle chooses is not effective

OTHER PITFALLS OF QUALITY CONTROL CIRCLES BY INGLE (1982)

• No union involvement

• Problems with other programs

CONCLUSION

quality control circles

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