7 tqm_quality circles & six sigma

8/2/2019 7 TQM_Quality Circles & Six Sigma

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Total Quality Management


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Six Sigma Tools, Quality Circles


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Quality Circles

A smallgroup of employees from the sameworkarea, doing

similar type of work, who voluntarily meet regularly for

about an hour per week to identify, analyze and resolvework

related problems, not only to improve quality, productivity

but also to enrich the quality of work life of employees


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Quality CirclesFeatures

Members must be from the same work area

Should have 6 to 10 members

Membership is strictly voluntary

Originated from manufacturing employees but now spread toother areas like engineering, purchase, marketing, research,

maintenance etc.


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Quality Circles - Features

Permanent in nature, once a problem is solved, Circle takes up

another problem

May be held during or after working hours, Circles decide the

time and duration

Independent of management function, but supported and

blessed by management


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Objectives of Quality Circles

To involve the workforce in the improvement process

To promote teamwork and harmony (Agreement of opinions)

To increase employees morale and create an environment

where everyone is conscious about the need for improvement To stimulate people to think and use their creativity to make

continual improvement a habit

To improve communication and problem solving skills of

employees To implement TQM at the shop floor


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What Quality Circles are not?

Quality Circles do not change the existing organizational

structure

It is not a forum for grievances or a springboard for demands

It is not a means for the management to unload theirproblems


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Launching of Quality Circles

Select a few favorable areas in consultation with top

management

Declare through notices, circulars and posters that everyone

will have an opportunity for joining Quality Circles

All employees in the chosen area are invited for a

presentation session where the purpose of Quality Circles and

advantages of joining them are explained


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Launching of Quality Circles

Call the volunteers for a meeting and help them to elect a

leader and a deputy leader

Nominate trained facilitator to help the Quality Circle

formation

Train the Quality Circles leaders and members


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Operation of Quality Circles

Problem identification by members

Problem selection

Analysis of problem and discussion on alternatives

Arriving at best solution Presentation to management

Review of recommendation and approval by management

Implementation of solution


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Structure of Quality Circles

Top Management

Quality Council

Facilitator

Leader/ Deputy Leader

Members

Non - Members

A senior officer nominated by management who isresponsible for guiding and directing Quality Circlesin his area / department


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Quality Council

To set goals and objectives for Quality Circles activities

To establish and provide operational guidelines and direction

To provide resources for Quality Circle activities

To monitor and control functioning of Quality Circles


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Six Sigma


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Six Sigma

Measure of quality that strives for near perfection

A disciplined, data-driven methodology focused on

eliminating DEFECTS

Means a failure rate of 3.4 parts per million or 99.9997 %

perfect

Anything that falls outside of a customer's specifications


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Six Sigma

A management methodology

Customer focused

Data driven decisions

Breakthrough performance gains


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Six Sigma - DPMO

Defects per MillionOpportunities (DPMO) % Accuracy

One Sigma 691,500 30.85%Two Sigma 308,500 69.15%Three Sigma 66,810 93.32%Four Sigma 6,210 99.38%Five Sigma 233 99.977%Six Sigma 3.4 99.99966%


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Six Sigma Methodology - DMAIC

Define

Measure

AnalyzeImprove

Control

1. Identify goals of

improvement area

2. Develop team charter

1. Measure the

existing system

2. Establish valid

performance

standards

1. Establish process capability

2. Identify variation sources1. Screen potential causes

2. Find ways to eliminate the gap

3. Implement the new approach

1. Ensure that the result is

sustained

2. Share the lessons learnt


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Six Sigma Team

Executive

Leadership

ProjectChampions

Master

Black BeltsBlack Belts

GreenBelts


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Basic ImplementationA Roadmap

Understand and Define

Entire Value Streams

Deploy Key Business Objectives

- Measure and target

- Align and involve all employees

- Develop and motivate

Define, Measure, Analyze, Improve

Identify root causes, prioritize, eliminate waste,make things flow and pulled by customers

Control

-Sustain Improvement

-Drive Towards Perfection

Identify Customer Requirements

Vision (Strategic Business Plan)

Continuous Improvement (DMAIC)

Identify Customer Requirements

7 tqm_quality circles & six sigma

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