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QUALITY CIRCLESQUALITY CIRCLES
By By Zaipul AnwarZaipul Anwar
Business & Advanced Technology Centre,Business & Advanced Technology Centre,Universiti Teknologi MalaysiaUniversiti Teknologi Malaysia
OverviewOverview What are Quality Circles?What are Quality Circles? Summary of History and Practices Summary of History and Practices How Do Quality Circles Work?How Do Quality Circles Work? How Can They be Used in an How Can They be Used in an
Organization?Organization? Example and ActivityExample and Activity Problems with Quality CirclesProblems with Quality Circles BibliographyBibliography
Summary of History and Summary of History and PracticesPractices
Quality Circles were first seen in the Quality Circles were first seen in the United States in the 1950’sUnited States in the 1950’s
Circles were developed by Dr, Kaoru Circles were developed by Dr, Kaoru Ishikawa in Japan in the 1960’sIshikawa in Japan in the 1960’s
Circles were re-exported to the US Circles were re-exported to the US in the early 1970’sin the early 1970’s
Summary of History and Summary of History and Practices (continue)Practices (continue)
1980’s brought Total Quality 1980’s brought Total Quality Management and a reduction in the Management and a reduction in the use of Quality Circlesuse of Quality Circles
Quality Circles can be a useful tool if Quality Circles can be a useful tool if used properlyused properly
Inspection (1950’s) Quality Control (1960’s)
Quality Assurance (1970’s)Total Quality (1980’s)
“World Class”Zero Defect,
Customer Focus,Quick Response (1990’s)
2000’s ?
Summary of History and Summary of History and Practices (continue)Practices (continue)
What is a Quality Circle?What is a Quality Circle? Voluntary groups of employees who work on Voluntary groups of employees who work on
similar tasks or share an area of responsibilitysimilar tasks or share an area of responsibility They agree to meet on a regular basis to They agree to meet on a regular basis to
discuss & solve problems related to work.discuss & solve problems related to work. They operate on the principle that employee They operate on the principle that employee
participation in decision-making and problem-participation in decision-making and problem-solving improves the quality of worksolving improves the quality of workThe The reduction, by their efforts, of the countless reduction, by their efforts, of the countless number of problems which impede the number of problems which impede the effectiveness of their workeffectiveness of their work
Encourage circles to elect their own leaders Encourage circles to elect their own leaders towards the end of the training periodtowards the end of the training period
Frequency and duration of meetings is set Frequency and duration of meetings is set by the groupby the group
Circle should be autonomous in that it Circle should be autonomous in that it should select the problems that it wishes to should select the problems that it wishes to solve solve QCCs useful for mutual-self-QCCs useful for mutual-self-development and process control and development and process control and improvement within their workshop.improvement within their workshop.
Utilising basic 7 QC Tools.Utilising basic 7 QC Tools. Japanese experience indicated that 95% Japanese experience indicated that 95%
of the problems in the workshop can be of the problems in the workshop can be solved through 7 QC Toolssolved through 7 QC Tools
What is a Quality Circle? What is a Quality Circle? (continue)(continue)
The Japanese description of The Japanese description of the effectiveness of a the effectiveness of a
quality circle is expressed quality circle is expressed as:as:
““It is better for one hundred people to take one step It is better for one hundred people to take one step than for one person to take a hundred’than for one person to take a hundred’
The World Turned Upside Down!The World Turned Upside Down!
CEO
SNR MGT
MANAGEMENT
SUPERVISORS
OPERATORS
CONTROL
COACHMASS PRODUCTIVITY /SCIENTIFIC MANAGEMENT
CEO
SNR MGT
MANAGEMENT
SUPERVISORS
OPERATORS
CUSTOMER FOCUSED /CONTINUOUS IMPROVEMENT
How Do Quality Circles How Do Quality Circles Work?Work?
All members of a Circle need to receive All members of a Circle need to receive trainingtraining
Members need to be empoweredMembers need to be empowered Members need to have the support of Members need to have the support of
Senior ManagementSenior Management CharacteristicsCharacteristics
VolunteersVolunteers Set Rules and PrioritiesSet Rules and Priorities Decisions made by ConsensusDecisions made by Consensus Use of organized approaches to Problem-Use of organized approaches to Problem-
SolvingSolving
Formation of Quality Formation of Quality CirclesCircles
Start on the Shop FloorStart on the Shop Floor Base Circle on TrainingBase Circle on Training Allow the Circle to Form ItselfAllow the Circle to Form Itself Do The Training ProperlyDo The Training Properly Support with Information Support with Information
RequiredRequired Provide Skills and ExperienceProvide Skills and Experience
Requirements of Quality Requirements of Quality CirclesCircles
Management SupportManagement Support TrainingTraining Recognition SystemRecognition System
How Can They be Used in How Can They be Used in an Organization?an Organization?
Increase ProductivityIncrease Productivity Improve QualityImprove Quality Boost Employee MoraleBoost Employee Morale
The Premise of Quality The Premise of Quality CirclesCircles
Much of the trouble originated Much of the trouble originated from the gulf between from the gulf between management and shop floormanagement and shop floor
Operators were frequently well Operators were frequently well aware of the cause of quality aware of the cause of quality problems and, with modern problems and, with modern standards of education, often standards of education, often knew how to cure themknew how to cure them
Team ExerciseTeam Exercise Break down into teams of 6-8 peopleBreak down into teams of 6-8 people Establish a leader and rules for your Establish a leader and rules for your
CircleCircle Have a brainstorming and problem-Have a brainstorming and problem-
solving session to resolve the issue solving session to resolve the issue on the next slideon the next slide
Team ExerciseTeam Exercise A Collegiate class on Statistical Analysis A Collegiate class on Statistical Analysis
has a total enrollment of 45 people. has a total enrollment of 45 people. Average attendance is 18 studentsAverage attendance is 18 students The class consists mainly of lectures The class consists mainly of lectures How can the professor of this class How can the professor of this class
improve the quality of this course and improve the quality of this course and increase student involvement?increase student involvement?
The Benefits of Quality The Benefits of Quality CirclesCircles
A Direct Pay-off (cost/benefits)A Direct Pay-off (cost/benefits) An Operator To Manager Dialogue An Operator To Manager Dialogue
(involvement, participation, communication)(involvement, participation, communication) A Manager To Manager Dialogue (awareness)A Manager To Manager Dialogue (awareness) An Operator to Operator Dialogue (attitudes)An Operator to Operator Dialogue (attitudes) A Quality Mindedness (product quality and A Quality Mindedness (product quality and
reliability, prevention of non-conformance)reliability, prevention of non-conformance) The Personal Development of the ParticipantsThe Personal Development of the Participants
Inadequate TrainingInadequate Training Unsure of PurposeUnsure of Purpose Not truly VoluntaryNot truly Voluntary Lack of Management InterestLack of Management Interest Quality Circles are not really Quality Circles are not really
empowered to make decisions.empowered to make decisions.
Reasons for failure of Reasons for failure of Quality CirclesQuality Circles
Reasons for failure of Reasons for failure of Quality Circles Quality Circles
(continue)(continue) They have not had enough trainingThey have not had enough training They have not been given They have not been given
sufficient autonomysufficient autonomy The Quality Circles have been The Quality Circles have been
started in isolation and not part of started in isolation and not part of a wider programme of Company-a wider programme of Company-wide Continuous Improvementwide Continuous Improvement
BibliographyBibliography Cole, Robert E. 1999. Cole, Robert E. 1999. Managing Quality Fads: Managing Quality Fads:
How American Business Learned to Play the How American Business Learned to Play the Quality Game. Quality Game. New York, NY: Oxford PressNew York, NY: Oxford Press..
Aubrey, Charles A. 1988. Aubrey, Charles A. 1988. Teamwork: Involving Teamwork: Involving People in Quality and Productivity Improvement.People in Quality and Productivity Improvement. Milwaukee, WI: Quality Press.Milwaukee, WI: Quality Press.
Foster, S. Thomas. 2001. Foster, S. Thomas. 2001. Managing Quality: An Managing Quality: An Integrative Approach.Integrative Approach. Upper Saddle River, NJ: Upper Saddle River, NJ: Prentice Hall. Author Unknown. 1984. Prentice Hall. Author Unknown. 1984. Quality Quality Circles in the Community College Circles in the Community College [online]. [online]. Available online via Available online via http://www.ed.gov/databases/ERIC_Digests/ed3530http://www.ed.gov/databases/ERIC_Digests/ed353008.html08.html
Author Unknown. 1994. Author Unknown. 1994. Kaizen and Quality Kaizen and Quality CirclesCircles [online]. Available online via [online]. Available online via http://http://sol.brunel.ac.uk/~jarvis/bola/quality/circles.htmlsol.brunel.ac.uk/~jarvis/bola/quality/circles.html
QUALITY QUALITY IMPROVEMENT IMPROVEMENT
TEAMSTEAMS
QUALITY IMPROVEMENT QUALITY IMPROVEMENT TEAMSTEAMS
Team formed where there is a specific Team formed where there is a specific problem whose solution is unlikely to problem whose solution is unlikely to reside in a single department and reside in a single department and which is large enough to justify the which is large enough to justify the establishment of a team to resolve the establishment of a team to resolve the problemproblem
For example (the combined actions of For example (the combined actions of Production, Testing, Technical Production, Testing, Technical Departments as well as the Supplier Departments as well as the Supplier for persistent equipment breakdown)for persistent equipment breakdown)
CHARACTERISTICS OF CHARACTERISTICS OF QITSQITS
Set up by management Set up by management Inter-departmental Inter-departmental Group is usually formed to resolve Group is usually formed to resolve
a problem identified by othersa problem identified by others Team is usually disbanded once Team is usually disbanded once
the problem solvedthe problem solved
BENEFITS OF QITSBENEFITS OF QITS Break Down Inter-Departmental BarriersBreak Down Inter-Departmental Barriers
QIT process is part of team building and ownership of the QIT process is part of team building and ownership of the problemproblem
Solutions Are More Global In ConceptSolutions Are More Global In Concept optimised for corporate rather than departmental goalsoptimised for corporate rather than departmental goals
Improved CommunicationsImproved Communications solutions are sought for the corporate good rather than to solutions are sought for the corporate good rather than to
shift blameshift blame Improved Problem SolvingImproved Problem Solving
create a degree of mobile expertise in problem solving create a degree of mobile expertise in problem solving within the companywithin the company
THE QIT PROCESSTHE QIT PROCESS
Adequate training in appropriate Adequate training in appropriate skills must be provided before the skills must be provided before the QIT starts workQIT starts work
To deny the team the problem-To deny the team the problem-solving tools it needs to carry out solving tools it needs to carry out the task is inviting failure which the task is inviting failure which will affect not only the issue under will affect not only the issue under consideration but the credibility of consideration but the credibility of the QIT process itselfthe QIT process itself
THE QIT PROCESSTHE QIT PROCESS
Identify the Project And Form The Identify the Project And Form The TeamTeam
Define The Problem AccuratelyDefine The Problem Accurately Identify And Verify Root CausesIdentify And Verify Root Causes Plan And Implement Corrective ActionPlan And Implement Corrective Action Standardise And Seek Other Standardise And Seek Other
ApplicationsApplications Conduct A Review Of The ProjectConduct A Review Of The Project
Thank YouThank You