Quality Circle: Concept & working

21-2-2013

S.C. Sharma
GM (VAS)
 Quality?

“Quality is about meeting the needs and

expectations of customers”
Key aspects of quality for the customer include:
• Good design – looks and style
• Good functionality – it does the job well
• Reliable – acceptable level of breakdowns/ failure
• Consistency in performance
• Durable – lasts as long as it should
• Good after sales service
• Value for money
 Circle?

Nov 1930 : Mahatma Gandhi-First

Round Table Conference in London
All members in Quality Circle enjoy
equal rights
Leader is just to merely maintain
orderly proceedings
No interruptions while other member is
speaking
No counter or criticism
 Genesis

Defeat of Japan in 2nd World war

Socio- Economics reconstruction
Severe Constraints of high population density, Lack of
natural resources, compulsorily dependent on import of
fuel, food, energy and raw materials required for
industries.
Solution was only to ‘Export’
For Export, you need superior quality
Superior Quality comes through high technological
investment
Superior Quality also comes through small but continuous
ways of improved working
 What is QC?

QC is a form of participative
management

QC is Human Resource Development

technique

QC is Problem solving technique

 Scope of QC

QCs are applicable, where there is scope for

group based solutions of work related problems
Scope of QCs is not limited to Industry or
manufacturing firms only but are relevant for
any other organizations, schools, hospitals,
Universities, Banks, Research Institutes, Govt.
Office, Homes etc..
Not limited to the narrow definition of Quality
Check but is concerned with Total Customer
Satisfaction
 Definition

Quality Circle is a small group of 6 to 12 employees doing

similar work who voluntarily meet together on a regular
basis to identify improvements in their respective work
areas using various techniques for analyzing and solving
work related problems coming in the way of achieving and
sustaining excellence leading to mutual upliftment of
employees as well as the organization.

It is a way of capturing the creative and innovative power that

lies within the work force
 Definition

Voluntary groups of employees who work on similar

tasks or share an area of responsibility

They agree to meet on a regular basis to discuss & solve

problems related to work.

They operate on the principle that employee

participation in decision-making and problem-solving
improves the quality of work
 Basic Assumptions

Employees want to do good job.

Employees want to be recognized as intelligent
and interested and like to participate in problem
solving.
Employees want to be better informed about
organizational goals and problems.
Employees want recognition, responsibility and
a feeling of self esteem

Human Beings are basically human beings where

ever they are.
 Objectives achieved

a) Change in Attitude: From "I don’t care" to "I do care"

Continuous improvement in quality of work life through
humanization of work.

b) Self Development: Bring out ‘Hidden Potential’ of people

(People get to learn additional skills)

c) Development of Team Spirit: Eliminate inter departmental

conflicts.

d) Improved Organizational Culture: Positive working

environment. Total involvement of people at all levels.

e) Higher motivational level.

 Basic Characteristics

Volunteers set rules & priorities

Decision are made by consensus
Use of organized approaches to problem solving.
Members of QC need to be trained
Members need to be empowered
Members need to have the support of Senior
Management.
 Advantages

Boosts organizational morale

Inspires effective team work
Promotes involvement to address issues
Creates problem solving capability
Promotes personal & leadership development
Improves communication gap within the
organization
Brings cost reduction
Better motivation among employees
Changes from negative environment to the positive
one
 Basic Problem solving Technique

Brian Storming.
Pareto Diagrams.
Cause and Effect Analysis.
Data Collection.
Data Analysis. The tools used for data analysis are:
Tables
Bar charts
Histograms
Circle graphs
Line graphs
Control charts
 Basic steps in QC

Problem Identification
Problem Solution
Data collection & analysis
Generate Alternative Solution
Select the Best solution
Prepare Plan of Action
Present Solution to Management
Implement & Monitor
 Which is the best solution?

Which does not involve cost or has the least cost

implications
Which can be executed without dependency on other
unit or agency
Which can be executed in the shortest possible
duration
Which can make use of some waste product or
existing data
Which can fit in the existing rules & policies of the
organisation
Organizational hierarchy

Top Management
Steering Committee
Facilitator
Leader
Members
Recorder
 Role of QC Facilitators

Co-ordinate the work of multiple QC’s through leaders.

Serve as a resource to QCs.
Arrange for expertise from other groups/agencies.
Keep QCs on track and enthusiastic.
Arrange for training of QC members.
Provide feed back to the Management and also QCs.
Maintain budgets and keep cost records.
Help QCs to make presentation before the management
 Role of QC Leader

Keep the meeting focussed, positive and ensure

participation by all members.
Help in collecting data related to problems.
Transmit QC suggestions to facilitator.
Present solutions/suggestions to management.
Maintain relevant records of meetings.
Ensure implementation of solutions by the group.
Keeping the circles informed about status of previously
submitted suggestions.
Guiding members in group process, use of tools, techniques
for generating ideas/ solutions
 Role of QC Members

Focus at all times on organizational problems/ objectives

related to the work.
Do not press for inclusion of personal problems.
Demonstrate mutual respect- no criticism.
Offer views, opinions and ideas freely and voluntarily in
problem solving.
Attend meeting regularly
Contribute to finding solutions to problems &
implementing solutions.
Attend training with a receptive attitude to acquire skills
to contribute to the problem solving activities of the QC
 How to introduce QC?

Expose middle level executives to the concept and ask them to

identify area under their purview where they think the climate
is conducive to start QC.
Explain the concept to the employees in such identified areas
and invite them to volunteer as members of QC.
Nominate Senior officers as facilitator for each area.
Form a steering committee for directing, establishing the
objectives, policies, activities and composition of QCs. It may
consist of a Chief Executive as the chairman and the
Departmental Heads as members along with facilitators from
each area
Recognize results & spread
 How meetings are conducted?

QC meeting are fixed preferably for one hour but every

week.
In first meeting, Problem identification session is held
Leader asks every member to state one problem at a time
and goes on sequentially
Recorder writes it and reads to confirm, if the problem
statement is recorded correctly
Each member has to state unique problem faced in the
work area
Second & third rounds are held in the similar manner
May be 20 or more unique problems are recorded
 How meetings are conducted?

In next meeting, order of priority is decided based on urgency, quick

& ease of execution and cost benefit analysis.
Problem Titles & Priority Numbers are freezed.
Top priority problem is taken up for solution
Leader asks members (one by one sequentially) to suggest unique
solution to the problem.
Recorder writes it and reads to confirm correctness
Each member has to state unique solution within a reasonable time,
say 3 minutes. No cross talks or suggestions by other in between.
Second & third rounds are held in the similar manner
May be 20 or more unique solutions are recorded
 How meetings are conducted?

Analysis of each solution is taken up with opportunity to each

member to speak on pros & cons
Solutions are arranged in the order of priority
Data is collected and detailed analysis is carried out for the
top priority solution.
Data is collected & detailed analysis is carried out for next
order solutions as alternative solutions
Final action plan is discussed based on certain criteria.
Presentation is prepared & made before the management for
approval
After execution, data is collected again & compared with the
initial one to confirm success
 Ishikawa Diagram

ISHIKAWA DIAGRAM Referred to as cause-and effective

diagram, tree diagram, or fishbone diagram
Display factors, which affect a particular quality
characteristic, outcome or problem. Typically result of a
brainstorming
The main goal represented by the trunk of the diagram,
and primary factor represented as branches.
ISHIKAWA Diagram –Low Data Usage
 Limitations

The overall productivity may decrease initially.

A large investment of time and money may be required.
The chance of errors increases initially.
Over-expectation of some employees, who are too excited initially,
may turn to disappointment and drop out.
Quality Circles may threaten traditional authority structure.
Employees, who are habituated to depend on their supervisors for
direction and who have lost their initiative, feel uncomfortable
with Quality Circles.
After QC implementation, a period of confusion may arise. This
is because people experiment with new ideas, new skills and new
roles.
Changes in system and control may become necessary.
THANK YOU