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 (CONTD)

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

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

STRUCTURE OF QUALITY CONTROL CIRCLES

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 CIRCLES

Coordinator 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

STRUCTURE OF QUALITY CONTROL CIRCLES

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.

STRUCTURE OF QUALITY CONTROL CIRCLES

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 ideas and actively participate in group process. They must also undertake research and investigations and assist QCC in problem-solving.

PROCESS OF OPERATION OF QCC

1. 2. 3. 4. 5. 6. Problem Identification Problem Selection Problem Analysis Generate Alternative Solutions Select most Appropriate Solution Preparation of Action Plan

7.

Implementation of Solution

PROCESS OF OPERATION OF QCC (contd)

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 (contd)

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

CONCEPTS AND ATTRIBUTES (contd)

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

CONCEPTS AND ATTRIBUTES (contd)

3.Quality Control circles is a Problem Solving Technique
Ishikawas Basic Seven Quality Tools: Ishikawa Diagram Pareto Chart Stratification Check Sheets Histograms Scatter Diagrams Graph and Control Charts

CONCEPTS AND ATTRIBUTES (contd)

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

CONCEPTS AND ATTRIBUTES (contd)

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

CONCEPTS AND ATTRIBUTES (contd)

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

CONCEPTS AND ATTRIBUTES (contd)

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 (Contd)

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 (Contd)

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 cant 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