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TQM AND QUALITY CIRCLES

SUBJECT: BEHAVIOURAL DYNAMICS ,DYPDBM4/14/2012

1Behavioural Dynamics


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GROUP MEMBERS

Name Roll Number

Jyoti N.Ker

Jasmeet Bagga

Iti Chaturvedi

Babet

Shweta Kumari

Komal Upadhyay

Snehal

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Behavioural Dynamics


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ROADMAP

What is TQM?

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TQM

A process designed to focus on customer expectations,preventing problems, building commitment to quality in theworkforce and promoting open decision-making.

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WHAT IS TQM?

Comprehensive concept and not related only tothe quality of goods and services

Quality standards (e.g., ISO 9000)

Employees motivation

TQM aims at improving the total performance atthe work place

Reflects the culture of an Organization

Achieving customer satisfaction

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FOUR POWERFUL ELEMENTS

Focus on customer expectations

Employees' involvement

Mastery of processes

Team work

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ORIGIN OF TQM

Stress on quality management

Continuous process

Stress on quality assurance system

Linkage of quality and productivity TQM is a gradual process

Focus on customers

Employee involvement

Formation of quality improvement teams

Management's involvement

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PHASES IN THE INTRODUCTIONOF TQM

Awareness Phase

Planning Phase

Implementation Phase

Institutional Phase

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ADVANTAGES OF TQM

Customer Satisfaction

Quality improvement

Absence of additional investment

Raises competitiveness

Facilitates expansion and diversification

Provides trained and motivated employees

Miscellaneous Advantages

Long-term consumer support

Prestigious position in international marketing High standard of living to employees

Cost control

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QUALITY CIRCLE

Dewar, President of the International Association of QCs,defines QCs as "a way of capturing the creative andinnovative power that lies within the work force".

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WHAT IS QUALITY CIRCLES?

Voluntary groups of employees who work on similartasks 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 employeeparticipation in decision-making and problem-solvingimproves the quality of work

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HISTORY OF QUALITY CIRCLES

First established in JAPAN in 1962

Kaoru Ishikawa has been credited with their creation

The movement in Japan was coordinated by the

Japanese Union of Scientists and Engineers (JUSE)

1st circles - Nippon Wireless and Telegraph Company

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Cont..

Implemented even in educational sectors in India,and QCFI (Quality Circle Forum of India) is promotingsuch activities

Not successful in the United States

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THE CONCEPT

Primarily based upon recognition of the value of theworker as a human being, as someone who willinglyactivates on his job, his wisdom, intelligence,experience, attitude and feelings

One of the key factors is the improvement of productquality & productivity

Quality Circle concept has three major attributes:

Quality Circle is a form of participation management.

Quality Circle is a human resource developmenttechnique.

Quality Circle is a problem solving technique

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OBJECTIVES

From "I dont care" to "I do care"

Continuous improvement in quality ofwork life through humanization of work

Change in Attitude

Bring out HiddenPotential of people People get to learn additional skills

Self Development

Individual Vs Team "I could not do butwe did it"

Eliminate inter departmental conflicts

Development of

Team Spirit

Positive working environment

Total involvement of people at all levels

Higher motivational level

Participate Management process

ImprovedOrganizational

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STRUCTURE OF A QUALITY CIRCLE

A steeringcommittee

Co-coordinator

FacilitatorCircleleader

Circlemembers

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TYPES OF QUALITY CIRCLES

The Ishikawa or fishbone diagram - which showshierarchies of causes contributing to a problem

The Pareto Chart - which analyses different causes

by frequency to illustrate the vital cause,

Process Mapping, Data gathering tools such as CheckSheets and graphical tools such as histograms,frequency diagrams, spot charts and pie charts

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PROCESS OF OPERATION USED INQUALITY CIRCLE

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QUALITY CIRCLES IN INDIA

Took more than two decades for the quality controlconcept to get acceptance in India, after its introductionin Japan

Due to the differences in the industrial context in the

two countries. Japan needed it for its survival in acompetitive market

India had a reasonably protected, sellers market, withconsequent lethargy towards efforts to improve qualityand productivity

However, with the policy of liberalization of economy andprivatization of infrastructure development, contextschanged. The concept now needs to be looked upon as anecessity.

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LAUNCHING QUALITY CIRCLES

Expose middle level executives to the concept

Explain the concept to the employees and invite themto volunteer as members of Quality Circles

Nominate senior officers as facilitators

Form a steering committee

Arrange training of co-coordinators, facilitators inbasics of Quality Circle approach, implementation,techniques and operation. Later facilitator mayprovide training to Circle leaders and Circle members

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Cont..

A meeting should be fixed preferably one hour a weekfor the Quality Circle to meet. Formally inauguratethe Quality Circle

Arrange the necessary facilities for the Quality Circlemeeting and its operation.

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PROBLEMS WITH QUALITY CIRCLES

Inadequate Training

Unsure of Purpose

Not truly Voluntary

Lack of Management Interest Quality Circles are not really empowered to make

decisions

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EXAMPLE

Problems solved by the QC in P.W.D.of Maharashtra are as follows

Eliminating delay in issuing observation memos afterinspection of site

Preventing accidents on highways

Reducing electricity bill in office

Avoiding duplication of work

Removal of encroachment from Govt. land

Speeding up pot-hole filling on roads during monsoon

Up keeping of service records of employees

Maintaining Govt. offices clean

Stream-lining reservation system of Govt. rest houses

Improvement in maintenance of Govt. Hospital at Sholapur

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CONCLUSION

Not limited to manufacturing firms only.

Applicable for variety of organizations where there isscope for group based solution of work related

problems

Quality Circles are relevant for factories, firms,schools, hospitals, universities, research institutes,banks, government offices etc.

The P.W.D. of Maharashtra has set an example for theGovernment organizations marching on the path ofQuality Improvement.

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BIBLIOGRAPHY

Cole, Robert E. 1999. Managing Quality Fads: HowAmerican Business Learned to Play the Quality Game. NewYork, NY: Oxford Press.

Aubrey, Charles A. 1988. Teamwork: Involving People inQuality and Productivity Improvement. Milwaukee, WI:Quality Press.

Foster, S. Thomas. 2001. Managing Quality: An IntegrativeApproach. Upper Saddle River, NJ: Prentice Hall.

Author Unknown. 1984. Quality Circles in the CommunityCollege [online]. Available online viahttp://www.ed.gov/databases/ERIC_Digests/ed353008.html

Author Unknown. 1994. Kaizen and Quality Circles[online]. Available online viahttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.html

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http://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.htmlhttp://www.ed.gov/databases/ERIC_Digests/ed353008.html


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THANK YOU!

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