An introduction to Quality Circle

What is Quality Circle....?

Quality Circle is one of the employee participation methods. It implies the development of skills, capabilities, confidence and creativity of the people through cumulative process of education, training, work experience and participation. It also implies the creation of facilitative conditions and environment of work, which creates and sustains their motivation and commitment towards work excellence.

The Concept The concept of Quality Circle is primarily

based upon recognition of the value of the worker as a human being, as someone who willingly activates his job, his wisdom, intelligence, experience, attitude and feelings. It is based upon the human resource management considered as one of the key factors in the improvement of product quality &productivity. Quality Circle concept has three major attributes:

Quality Circle is a form of participation management.

Quality Circle is a human resource development technique.

Quality Circle is a problem solving technique.

The ObjectivesThe objectives of Quality Circles are multi-faced.A ) Change in Attitude From "I don't care" to "I do care" Continuous improvement in

quality of work life through humanization of work.

B) Self Development Bring out Hidden Potential of people.

C) Development of Team Spirit Individual Vs Team "I could not do but we did it" Eliminate inter

departmental conflicts.

D) Improved Organizational Culture Positive working environment. Total involvement of people at all

levels. Higher motivational level. Participate in Management process.

Characteristics of QC

Small group of employees –optimum of 8-10 members

Members are from same work area or doing similar type of job

Membership is voluntaryMeet regularly for an hour every weekThey meet to identify, analyze, and resolve

work related problemsResolve work related problems, leading

improvement in their total performanceQC enrich the work life of the employees

The Principles of Quality Circles

The Voluntary PrincipleTreating Members as Responsible

PersonsLiving in the real worldWin/winEnjoy It!!

Training is an important aspect of quality circle activity. In their enthusiasm to launch quality circles without delay, many organizations often skip the training. The major objectives of imparting training for quality circles are:

Training for QC 

Training for QC

To clarify many misconceptions that exists with regard to the concept of quality Circle.

To translate philosophy of QC To solve problems systematically To improve communication

capabilitiesTo develop leadership qualities

Dealing with problems in the circle

With the best will in the world it is unlikely that every quality circle will avoid having problems itself. Occasionally

circles have stopped meeting because they have been unable to resolve their own problems. Each quality circle in its early meetings should be allocated someone who will be available to sit in circle meetings and give any help, the circle needs. This person is usually known as facilitator. It is not his job to run the circle not to do all the

work but to help group to stand on their feet.

Two main tasks

first to give any help that the members require.

Secondly, he can be involved in the circle for as long as he is needed, but his main task is to help the circle become independent.

  To whom the training is imparted

Over a period of time, everyone in the organization must be familiar

with the philosophy of quality circles and working

of the concept.

•  Top management and senior executive

Some officers should be able to grasp the essence of the

Philosophy and should understand their role in

Ensuring that quality circles functions successfully

And effectively

The topics to be stressed at the orientation

Concept and structure in briefRelevance of the need for excellenceTangible and intangible impact.Role of management.Methodical launching and

institutionalizing.Segment of TQM

Aspects of quality circle's operation

concept/structureImpact on their own effectiveness

as managers.Motivational factorsWhat quality circles are not.Role of middle managementHow to launch and nurture.

Facilitator/Coordinator

Although facilitator is not a member of the quality circle, the effectiveness

operation of the quality circle on the capability and

understanding displayed by the facilitator.

Facilitator/Coordinator

Genesis and concept of quality circle.Structure of quality circles including the role of

leaders, deputy leaders and facilitators.Simple problem solving techniques.Case studies.Motivational aspects of quality circles.Guarding against pitfalls.What quality circles are not.How to launch and institutionalize quality

circles.

Leaders/deputy leaders & members

The natural process of development of circle members needs to be augmented by certain and self-confidence. The leaders may be given formal training on various operations of quality circles or regular training program in local language for members and leaders for the benefit of all interested persons.

Genesis and concept of quality circles.Structure of quality circles, including the role

of leaders/deputy leaders and facilitators.Simple problem solving techniques.Audio-visual.Guideline for the operation of a quality circle

and group working.Case studies.Motivational aspects of quality circles- what

is in it for me?Mode quality meeting/syndicate exercise.Quality circle quiz and discussions.

Structure of Quality Circle

Top management

Steering committee

Leader

Coordinator

Facilitator

Member

Types of Quality Circles

There are different quality circle tools, namely:The Ishikawa or fishbone diagram- which

shows hierarchies 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 Check Sheets and graphical tools such as histograms, frequency diagrams, spot charts and pie charts

Process of operations used in Quality Circles

The operation of quality circles involves a set of sequential steps as under:

1 .Problem identification: Identify a number of problems.2 .Problem selections: Decide the priority and selectthe problem to be

taken up first.3 . Problem Analysis: Problem is clarified and analyzedby basic

problem solving methods.4 .Generate alternative solutions: Identify and evaluatecauses and

generate number of possiblealternative solutions5 .Select the most appropriate solution: Discuss andevaluate the

alternative solutions bycomparison in terms of investment and returnfrom the investment. This enables to select themost appropriate solution.

6.Prepare plan of action: Prepare plan of action forconverting the solution into reality which Includes the considerations "who, what, when,where, why and how" of solving problems.

7.Present solution to management circle memberspresent solution to management fore approval.

8.Implementation of solution: The managementevaluates the recommended solution. Then it istested and if successful, implemented on a fullscale

Basic problem solving technique

The following techniques are most commonly used to analyze and solve work related problems

1. Brain storming2 . Pareto Diagrams3 . Cause & Effect Analysis4. Data Collection5 . Data AnalysisThe tools used for data analysis are :1 Tables 2.Bar Charts3 Histograms4 Circle graphs5 Line graphs6 Scatter grams7 Control Charts The Quality Circles also are expected to develop internal leadership, reinforce

workermorale and motivation, and encourage a strong sense of teamwork in an organization.

A variety of benefits have been attributed to Quality Circles, including higher quality,improved productivity, greater upward flow of information, broader improved workerattitudes, job enrichment, and greater teamwork.

Roles and Responsibilities

Top management: the success of the quality circles depends solely on the attitude of the top management and plays an important role to ensure the success of implementation of QC in the organization

Steering Committee: called middle management consist of chief executive heads of different division or a coordinator plays a positive role in QC activities for the success of the efforts

Coordinator: also acts as facilitators is an individual responsible for coordinating and directing the QC activities within an organization and carries out such functions

Facilitator: acts as a catalyst, innovator, promoter and teacher and is nominated by the management

Leader: of the quality circles is chosen by the members among themselves and they may decide to have a leader by rotation since the members are the basic elements of the structure of the QC

Member: of the QC are the small group of people from the same work area or the similar type of work whereas non-members are those who are not the members of QC but may be involved in the circle recommendation

The Impact of Quality CircleImprovement of human relation and work place

moralePromotion of work cultureEnhancement of job interestEffective team workReducing defects and improving qualityImprovement of productivityEnhancing problem solving capacityImproving communication and interactionCatalyzing attitude changePromotion of personal and leadership

development

Organizations implementing QCBHEL -1980 Mr. S.R. Udapa (GM Operations) 1st

Indian to start quality circleHero Honda motors “Sunrise Quality circle”Lucas TVS, Chennai “honey bee quality circle”Tata Refectories (located in Orissa) “Niharika

quality Circle”(saved Rs.4000 Crore p.a)Kudhremukh “Iron Ore Plant (located in

Karnataka) “Soorthy Quality Circle in 2001Samsung India has bagged award in the

‘distinguished category’ at the international qualtiy circle convention 2002 organized by the quality circle forum of India in Lucknow