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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
Recommended