Quality Circle

What We Cover

Chapter-1.

Quality and It’s Essentials

Chapter-2.

Evolution of Quality Circle

Chapter-3.

Quality Circle and It’s Essentials

Chapter-4.

Implementation, Benefits and Pit-falls of QC

Ch-1. Quality and It’s

Essentials

Necessities of Human Beings

Food

Shelter

Clothing

Amenities

To Lead a good Quality of Life

Market Scenario “Then & Now”

Seller’s market

( Monopolist Approach)

Produce anything

No Concern for

Quality

No option Given to

buyers

Buyers Market

( Consumers Approach)

Produce only things

needed

Concerned with

Quality

Many Options

People have become

more Choosy

Quality and Cost

Quality at any Cost has No Meaning.

There must be a Good Balance between

the Quality and the Acceptable Cost the

“Customer is Willing to Pay”

Quality and Cost Matrix

Quality Adds

Value

Increases Productivity

Increases Customer

satisfaction

Profit

Increases Market

Share and So on…

Bad

BusinessAntiquated

Platinum

JunkGood

Business

C

O

S

T

Quality

What is Quality

The concept of quality is subjective and is

difficult to define

Certain aspects of quality can be identified

Ultimately, the judgement of quality rests

with the customer

Quality Characteristics

Measurable

Dimensions

Composition

Specifications

Purity

and so on..

Non Measurable

Appearance

Taste

Service

Customer Appeal

and so on..

Quality ( General )

It is the narrowing up of the Gap

between the Customers Expectation

and the Suppliers Process

Capability

Definition of Quality

“The degree of excellence of a thing”

(Dictionary)

“The totality of features and

characteristics that satisfy the

needs” (ASQ)

Fitness for use

Quality of design

Definition of Quality

Conformance to specifications

and standards

Meeting customers’ needs

Loss imparted to society

How to Achieve It

Using the 5’Ms of the Organization

Quality Control and Inspection

Quality Control Dept can not achieve

“Quality”

It has been already Determined by the

time the product has reached inspector

Inspector at his best can Segregate

He can’t undo what has been already

done

What is Required

CWQC

Purchase

Design

Engineering

Production

Finance

Q.C., and so on…

Building Quality

Quality is not a “Gamble”

It is a Sustained Good Work

“ Doing Right the First Time ”

Self Control

Building Step by Step, and

Stage by Stage

Not Giving “Any Chance” to QC Inspector

Gaining Profits

Better Quality

Reducing “Wastes and Rejections”

Adding Value

Defect free goods

Good Service

Providing goods at affordable Cost

Effective Utilization of Resources.

Results and Outcome

Sense of Satisfaction

Pride of people engaged in the activity

Brand name and Creating Identity

Increased Market Share

Achieving higher Productivity

Increased Profits

Sense of Belonging

Ch-2. Evolution of Quality

Circle

Scenario After WW-II

Japan was Known for it’s poor “Quality-

Goods”

Shift in Quality Leader Ship

1920’s Germany

1950’s USA

1980’s Japan

Current Scenario of Japan

Way ahead in

Quality

Productivity

Innovation

Way achieved

Hard work

Intelligent Effort

Single minded

devotion to

“Quality”

Nation Wide Promotional

Policy Launched a number

of Major tools in a

package of program

Statistics

Quality Circles

Quality control

Quality training

Quality Audit

Harnessed the

Un-Tapped

Intelligence of

work forces by

virtually

“Eliminating all

Defects”

Key Aspects of Revolutionary

Changes

Invited Quality “ Gurus From USA”

Dr., Demming

Dr., Juran Joseph

Propagated CWQC and Training

Japanese supervisors

Application of SQC on shop floor

Philosophy

Demming

P-D-C-A Cycle and SQC

Juran

SQC Techniques and Implementation

Propagation Through Supervisors

Assembled groups of Workers and

disseminated the Knowledge Learnt, This

resulted in group work and promoted QC

Application of philosophy

Automobiles

Watches

Cameras

Result

Americans started sending teams to

Japan

Working methodology

Impact of quality circle

Aim of QC Movement

Development of people

Promotion of family feeling

Gaining confidence and satisfaction

Empowerment

Improvement in work life

Tapping of peoples’ intellectual

capabilities

Improving quality, productivity and

performance of products

Ch-3

Quality Circle

and its

Essentials

Philosophy of Quality Circle

Similar to Village Panchayat

Democratic Process

Participative Management Culture

Bossism – Never Accepted

Sharing of Ideas and Expertise with Mgt

Solving the problems of same work area

Definition of Quality Circle

A Quality Circle is a Group of 6-10

( members) People coming together

Voluntarily to Identify Work-Area

problems, Analyze them and find

solutions.

Working Methodology

Forming a Group of 6-10 Members

Meet once in a Week on regular Basis

Selecting the name of QC

Electing a Leader to conduct Deliberations

Fixing the day-venue for their weekly

meetings

Identify work area problem & find solution

Present and Implement solution after

management approval

Review and follow-up Implementation

Quality Circle Operation Cycle

1. Problem Collection

2. Problem Selection

3. Problem Analysis

4. Problem Solution

5. Management Presentation

6. Implementation

7. Review and follow-up

Problem Collection

Creating a Problem Bank

Assigning a Priority Number to Problem

Priority based on “Benefit, Potential and

Urgency”

Problem Collection as a “Continuing

Activity” as ABC policy

A- Not in purview

B- Involving other Departments

C- Within their full control

Problem Selection

Pick up one problem at a time

Follow order of Priority

Priority can be changed with circumstances

Any body can refer the problem to the

circle

Priority will be decided by the circle

Problem Analysis

Subjective opinion and feeling has no

meaning

Every problem has an effect

Identify the underlying causes

Brain storm to establish cause and effect

Use all relevant tools

Problem Solution

Create a proper environment and group

thinking

Combine Experience and Expertise of the

work area

Generate number of alternate solutions

Select the Optimum solutions

Management Presentation

Grand finale

Moment of Pride

Sells their project (solution) to Mgt

Motivates the Potential QC Members

Promotes the concept to the organization

Recognition from superiors

Management Presentation

(cont..)

A Snappy presentation for 20 minutes

High light main observations

The developed solution

Anticipated benefits of recommendation

Implementation, review, and

follow-up

Chalk out a schedule

Implement the accepted Proposal of the

management

Review the results

take follow-up action

Leadership

Every Member is a Potential leader

A leader need not be permanent

It is through rotation

Leads to development of leadership

qualities

Quality Circle Organization

Members

Leader

Facilitator

Steering

committee

Executive

Committee

Executive Committee (Top-Mgt)

and Its Activities

It is the core of Quality Circle

It is a policy making body

Provides Guidance to Steering Committee

Selects Facilitator

Guidelines to Facilitator

Visible support to Quality Circle

Promotes Motivation

Recognizes the members efforts & Soln.

Steering Committee and their

Activities Plant Manager

Production Manager

Maintenance Manager

Product Manager

Safety manager

Ind. Engineer

Facilitator

QC Manager

Reviews QC

operations

Necessary support

and Help

Ensures support from

Middle management

Facilitator

Organizes, Co-ordinates QC activities

Trains QC members

Helps in putting up Mgt Presentations

Provides required support to QC

Arranges required machines, and amenities

Motivates the team

Communicates at all the three levels

Qualities of Facilitator

Acts as King-Pin of Quality Circle

Friend, Philosopher and a Guide

He must be of reasonable standing in the

Organization

People loving

Dynamic

Educated and Un-assuming

Communication

Training of Quality Circle

Is the back bone of QC movement

Provides right inputs to members

Improves abilities of QC members

Since they are not used to rigors of

problem solving

Method of QC Operation

Organized by Facilitator

Should not be organized as a crash course

Should be organized over a period of time

One session per week

Dealing one topic at a time

Method of QC Operation

Members assimilate them easily

Each member Understands everyone

Batch should not be more than 20-25

More of a Work shop and less of theory

Practical Exercises must be given

Training Tools of QC

Seven tools of TQM Pareto analysis ( Histogram )

Cause and Effect Diagram

Check Sheets

Flow charts

Scatter Diagram

Run chart

SQC Techniques

Brain storming

Cost Benefit Analysis

Pareto chart

Pareto Principle

Vilfredo Pareto (1848-1923) Italian

economist

– 20% of the population has 80% of the wealth

Juran used the term “vital few, trivial

many”. He noted that 20% of the quality

problems caused 80% of the dollar loss.

Pareto Diagram

It is a categorical classification of data

Such as

Field failures

Complaints

Types of nonconformities

Pareto charts

Pareto chart Advantages

• Important tool for problem Identification

• Categorizes to vital few and trivial many

• Leads for measurement of process

Histogram

Histogram

It is used for numerical data

Describes variation in process

Brings relationship between target and

specification

Shows the shape of population

Helps to evaluate the spread of data

Histogram

0

5

10

15

20

25

1.9

2.9

3.9

4.9

5.9

6.9

7.9

8.9

9.9

10.9

11.9

12.9

13.9

14.9

15.9

Mor

e

Category

Fre

qu

en

cy

Histogram

Helps to

• Visualize the distribution

• Location, spread and shape

• Visualize the snap shot of a process

• Provide Information on quality

problems

• Decision making

Cause and effect diagram

Cause-and-Effect Diagrams

Show the relationships between a problem

and its possible causes.

Developed by Kaoru Ishikawa (1953)

Also known as …

• Fishbone diagrams

• Ishikawa diagrams

Cause and effect diagrams

To construct the skeleton, we need:

For manufacturing - the 4 M’s

man, method, machine, material

For service applications

equipment, policies, procedures, people

Cause and Effect “Skeleton”

Quality

Problem

Materials

Equipment People

Procedures

Cause and effect diagram

Fishbone Diagram

Quality

Problem

Machines Measurement Human

Process Environment Materials

Faulty testing equipment

Incorrect specifications

Improper methods

Poor supervision

Lack of concentration

Inadequate training

Out of adjustment

Tooling problems

Old / worn

Defective from vendor

Not to specifications

Material-

handling problems Deficiencies

in product

design

Ineffective quality

management

Poor process

design

Inaccurate

temperature

control

Dust and

Dirt

Cause and effect diagrams

Advantages

• making the diagram is educational in itself

• diagram demonstrates knowledge of problem

solving team

• diagram results in active searches for causes

• diagram is a guide for data collection

Check sheets

Check sheets

Are data collection devices

Accurate data are obtained

This helps for further interpretation

Forms are individualized developments

Check Sheet

Shifts

De

fect T

yp

e

Check Sheet

COMPONENTS REPLACED BY LAB

TIME PERIOD: 22 Feb to 27 Feb 1998

REPAIR TECHNICIAN: xyz

TV SET MODEL 1013

Integrated Circuits IIII

Capacitors |||| |||| |||| |||| ||||

Resistors ||

Transformers ||||

Commands

CRT |

Advantages of check sheets

Identification of parts

Material

Defects

Non conformation

Flow diagrams

Flow Diagrams

" Draw a flowchart for whatever you do.

Until you do, you do not know what you

are doing, you just have a job.”

-- Dr. W. Edwards Deming.

Flow Diagram (chart)

Identifies

Flow of product or services

Flow of activities

Flow of manufacturing

Easy to visualize the entire system

Identifies potential trouble spots

Answers, who is the next customer

Locates control activities

Types of flow chart

Activity flow chart

Process flow chart

Activity Flow chart

Activity

Decision Yes

No

A Typical Flow chart

Process Flow Diagram

Process Chart Symbols

Operations

Inspection

Transportation

Delay

Storage

A typical Process Flow Chart S

tep

Op

era

tio

n

Tra

nsp

ort

Insp

ect

De

lay

Sto

rag

e

Dis

tan

ce

(feet)

Tim

e

(min

) Description

of

process

1

2

3

4

5

6

7

8

9

10

11

Unload apples from truck

Move to inspection station

Weigh, inspect, sort

Move to storage

Wait until needed

Move to peeler

Apples peeled and cored

Soak in water until needed

Place in conveyor

Move to mixing area

Weigh, inspect, sort

Total Page 1 0f 3 480

30

5

20

15

360

30

20

190 ft

20 ft

20 ft

50 ft

100 ft

Date: 9-30-00

Analyst: TLR

Location: Graves Mountain

Process: Apple Sauce

Advantages of Flow Diagrams

Operation reduction

Scope for combining the processes

Eliminating number of steps

Identifying the bottlenecks

Scatter diagram

Scatter diagram

Way to identify

Cause and effect relationship between

two variables

Deviation of points

Equal distribution of points on either

side of the line

Scatter Diagram

.

Examples of scatter diagram

Cutting speed vs tool life

Training vs errors

Current vs cooling effect

Breakdown vs equipment age ..and

so on.

Run charts

Run Charts

Run Charts (time series plot)

– Examine the behavior of a variable over

time.

– Basis for Control Charts

Run charts

It is similar to x-bar chart and provides

information in 3 possible factors

Indication of average line

It can be a standard reference value

Population mean line

Run chart advantages

Effective way of finding information

about the process

Analyzing the process in the

development stage

Provides information on data analysis

Control charts

Techniques of Quality Control

Control charts

Acceptance sampling

Control Charts

Definition:

They are graphs that would project the A

statistical tool to determine, whether a

process is in control.

History of Control Charts

Developed in 1920’s By Dr. Walter A.

Shewhart. Shewhart worked for Bell

Telephone Labs in America and introduced

this technique for the first time

Two Types of Control Charts

Variable Control Charts

Attribute Control Charts

Variable Control Charts

Deals with items that can be measured

Examples

1) Weight

2) Height

3) Speed

4) Volume

Types of Variable Control

Charts

X-Bar chart

R chart

Variable Control Charts

X chart: deals with a average value in a

process

R chart: takes into count the range of the

values

Attribute Control Charts

Control charts that are drawn for the quality

attributes of a process to determine if the

process is performing “in or out of control”.

Types of Attribute Control

Charts

P chart

C Chart

U Chart

Attribute Control Charts

P Chart: a chart of the percent defective in

each sample set.

C chart: a chart of the number of defects per

unit in each sample set.

U chart: a chart of the average number of

defects in each sample set.

Reasons for using Control

Charts

Improve productivity

Make defects visible

Determine what process adjustments need

to be made

Determine if process is “ in ” or

“ out of control ”

How Will Using Control Charts help the

Company?

Possible Goals when using Control

Charts in the Company:

1. Line reengineering

2. Continuous improvement of process

3. Increased profits

4. Zero defects

Chapter- 4.

Implementation, Benefits and

Pit-falls of QC

Implementation

Form quality circle group (team)

Identify work area problems

Take one problem at a time

Find solution to the problem

Conduct management presentation

Implement the solution

Carry out follow-up activities.

Benefits

Enrichment of members work life

Changes in workers attitude

Brings cohesive team culture

Avoidance of drudgery due to stereotypic work

Improved work environment

Happy relations with co-employees

Greater job satisfaction.

Pit falls of QC Lack of top managements support and its

withdrawal will leave the circle at loose-ends

Mere assurance of support

Disapproval of acceptable QC’s solutions

Expectation of miracles overnight

Ill defined objectives and policies

Disapproval of QC philosophy by the Boss

Expectation of morality from the bottom

Pit falls of QC. Cont….

Capital sanctions not being released in time

Indifference of middle management to QC

Middle management should not consider the

activities of the circle as waste of time

Lack of understanding and objectives of QC

Improper planning by the facilitator

Improper training facilities

Pit falls of QC. Cont….

Incomplete Knowledge

Irregularities by facilitator on QC activities

Non co-operation of facilitator in all three levels

Communication gap among circle members

Mad rush to expand the activities by the facilitator

Lack of publicity on the circle activities.

Pit falls of QC. Cont….

Language barriers

Authoritarian approach by boss, unable

to get along with the workers

Lack of initiative and participation

Mixing up of projects at one time

Devoid of mutual trust and respect

among members

Where it can be applied

Applicable to all work situations, such as

Production

Service

Government departments

Industries

All most all organisations

Where it can be applied.

Cont… Applicable to areas concerned with

The end

quality costing

production safety

marketing personnel