quality circles 631

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Quality CirclesQuality Circles


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What are Quality CirclesWhat are Quality Circles

Voluntary group of personsVoluntary group of persons

Meet on regular basisMeet on regular basisWork on similar tasksWork on similar tasks

Share area of responsibilityShare area of responsibility

Solve problems related toSolve problems related toworkwork


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They operate on theThey operate on thebasic principle thatbasic principle that

employee participation inemployee participation indecision making anddecision making and

problem solving improvesproblem solving improvesthe quality of work.the quality of work.


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Characteristics of Quality CirclesCharacteristics of Quality Circles

VolunteersVolunteers

Set Rules and PrioritiesSet Rules and PrioritiesDecision made by consensusDecision made by consensus

Organized approach toOrganized approach toproblem solvingproblem solving


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Members of a circle need toMembers of a circle need toreceive trainingreceive training

Support of senior managementSupport of senior managementrequiredrequired

Members need to be empoweredMembers need to be empowered


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HistoryHistory

Started in 1962 in JapanStarted in 1962 in Japan

Kaoru Ishikawa is the creator ofKaoru Ishikawa is the creator of

Quality CirclesQuality Circles

Movement in Japan is coordinatedMovement in Japan is coordinatedby Japanese Union of Scientistsby Japanese Union of Scientistsand Engineers (JUSE)and Engineers (JUSE)


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In India Quality Circles isIn India Quality Circles is

promoted by QCFI (Qualitypromoted by QCFI (QualityCircle Forum of India)Circle Forum of India)

Adopt prevention proceduresAdopt prevention procedures

rather than corrective measuresrather than corrective measuresMinimize scrap and downtimeMinimize scrap and downtime

Improving qualityImproving quality -- increase increaseproductivity, theory of Totalproductivity, theory of TotalQuality Control (TQC)Quality Control (TQC)


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QC relies on visualQC relies on visualrepresentations:representations:

--scatter diagrams,scatter diagrams,

--flow charts,flow charts,

--cause & effect diagram etccause & effect diagram etc

In U.S. it started in earlyIn U.S. it started in early1970s1970s


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Aerospace manufacturer,Aerospace manufacturer,Lockheed visited JapaneseLockheed visited Japaneseplantsplants

15 QCs saved nearly $3 million15 QCs saved nearly $3 million

Ratio of savings to cost =Ratio of savings to cost =

6:16:1


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Quality AssuranceQuality Assurance

Covers all activities fromCovers all activities fromdesign, development,design, development,production, installation,production, installation,

servicing and documentationservicing and documentation


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Includes regulation of qualityIncludes regulation of quality

for:for:>Raw Material,>Raw Material,

>Assemblies,>Assemblies,

>Product,>Product,

>Components & other services>Components & other services

related to production.related to production.


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A Model of Quality AssuranceA Model of Quality Assurance

is PDCA also known asis PDCA also known asShewhart cycleShewhart cycle

PP PlanPlan

DD DoDoCC CheckCheck

AA -- ActAct


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Failure TestingFailure Testing

The operation of a product until itThe operation of a product until itfails by exposing to factors :fails by exposing to factors :

> Temperature> Temperature

> Humidity> Humidity> Vibration> Vibration

Exposes to unanticipated weaknessExposes to unanticipated weaknessis a productis a product

This data used by engineers toThis data used by engineers to

improve productsimprove products


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Quality Circle ToolsQuality Circle Tools

Ishikawa DiagramIshikawa Diagram -- showsshowshierarchies of causes contributinghierarchies of causes contributingto a problemto a problem

Pareto ChartPareto Chart -- analysesanalysesdifferent causes by frequencydifferent causes by frequencyto illustrate the vital causeto illustrate the vital cause

PDCAPDCA--Deming wheelDeming wheel -- Plan, Do,Plan, Do,Check, Act, as described byCheck, Act, as described by W.W.Edwards DemingEdwards Deming


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Fish Bone DiagramFish Bone Diagram


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Benefits of QCsBenefits of QCs

Increased productivityIncreased productivity Improved qualityImproved quality

Boost employee moraleBoost employee morale Enhances creativityEnhances creativity

Improved teamworkImproved teamwork Employee involvementEmployee involvement


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Problems with QCsProblems with QCs

Inadequate trainingInadequate training Not entirely voluntaryNot entirely voluntary Lack of Top ManagementLack of Top Managementinterestinterest

Unsure of PurposeUnsure of Purpose Decision making does notDecision making does notnecessarily take placenecessarily take place


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Innovation and QCs (IQC)Innovation and QCs (IQC)

Cross functional teams,Cross functional teams,members drawn from differentmembers drawn from different

departmentsdepartments

IQC communication websiteIQC communication website--facilitates exchange offacilitates exchange ofexperiences & interactexperiences & interact


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Impart new tools & techniquesImpart new tools & techniquesthrough workshops & coursesthrough workshops & courses

Members can come fromMembers can come fromsuppliers as wellsuppliers as well -- wider scopewider scope

Leaders or mentor organizationLeaders or mentor organizationhelping other organizationhelping other organization


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