what is qc
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The document discusses quality circles (QCs), including their definition, structure, roles, and process. QCs are small voluntary groups of employees who work to continuously improve quality, productivity, safety, and morale. The roles of coordinators, facilitators, leaders, and members are outlined. Steps for problem solving using QCs are also provided.
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what is qc
- 2. What are QUALITY CIRCLES? How to go about introducing it? TO BSES YPL - DELHI Date: 12.11.09
- 3. Dr. Ishikawa's original definition of QC Circle: A small group - T o perform QC activities Voluntarily - Within the same workshop / work area The group continuously carries on QC activities as part of TQC / CWQC. For self development and mutual development For control and improvement. - Using quality control techniques. - With all members participating.
- 4. Revised definition of Quality Control Circle. A. QC Circle is a small group in which people who work in the first line work place continually improve and maintain the quality of products, services, job and so on. This small group promotes the activity in such a way so as to autonomously administer it, utilize the QC concept and technique and others, display creativity and make self development and mutual development.
- 5. Revised definition of Quality Control Circle. B. The executives and the managers in order to make QC Circle activities successful, contribute to improving the enterprises, constitute and implement company wide TQC or similar one by them. Facilitate the environment for the activity continually, conduct appropriate guidance and support based on the respect to humanity, aiming at the participation by everybody and positioning the activity as important for human resources development and workplace utilization.
- 6. Structure for QC movement TM Facilitator & Mid. Mgt. Leader/Dy.Leader Potential Members Members Corporate Coordination Unit level coordinator St. Comtt .
- 7. Steering Committee Monitoring Group. Chaired by head of the unit / company CEO. Departmental heads are members. Establishes objective, works out action plan. Meets periodically and regularly. Monitors functioning of QC Circles. Ensures QC Circles becomes way of life in the organisation. Regular evaluation of QC functioning and reward. Should attend management presentation by Circles. Should be thoroughly familiar with problem solving process and tools & techniques.
- 8. Responsibilities of coordinator Should be a Senior Executive, directly reporting to CEO. Register QC and serve as data bank. Liaise with facilitators for ensuring regular QC meetings, etc. Convene steering committee meetings. Appraise Steering Committee on activities of Circles. Maintain documentation of case studies, etc. Start new Circles. Organise presentations both to management and externally.
- 9. Liaise with outside organisation on Circles. Prepare training material in association with training department. Publish periodicals, pamphlets, etc. Organise social events. Develop internal faculty. Get audit done for remedial actions Responsibilities of coordinator
- 10. Role of Facilitators Facilitator is a nominated Manager or Supervisor. Most important person for effective functioning of Quality Circle. Educates Quality Circles. Serves as resource person. Keep Circle activities on right track. Assist in the meeting process. Develop skills of team members. Liaison between Circles and organisation. Gives correct feed back and encourage Circles.
- 12. Role of leaders Leader / Deputy Leader chosen by QC members. Should be trained in leadership and skills. Should lead the team and not dominate the proceedings. Should be highly disciplined and regular in meetings. Should have technical / job knowledge, knowledge of QC techniques etc. Should plan and assign role to members. Should prepare the QC team for presentations.
- 13. Role of Members Becoming a member of Quality Circle used to be voluntary. All members preferably from same area of work. Leadership, preferably, to be rotated among members. Members to attend meetings regularly. Cooperate with leader and perform assigned task. Mutual respect to other members and their ideas. Open discussions. Do homework before every meeting.
- 14. Exposure programme for senior executives. First step is to conduct awareness programmes for all senior executives. All invited executives must attend without fail. Forming Steering Committee. Selection of a Coordinator: Coordinator is a senior executive made responsible for the implementation of improvement concepts Decide : To introduce a few QC Circles in some areas or introduce QC Circles in all units and departments. How to go about introducing it?
- 15. 5. To select trainers and / cum potential facilitators Persons middle level to be trained from all departments. 6. Exposure programme to workers and staff members. Should cover all grass root level workers and staff. 7. Formation of Quality Circles Form a circle if there are sufficient members
- 16. STEPS FOR PROBLEM SOLVING BY QUALITY CIRCLES : 1) Brain storm and create a list of problems in work area. Classify into categories A , B , C . 2) Select a problem from category A to begin with. Then proceed as per steps given below : 3) Define the problem with the help of a flow diagram 4) Analyse the problem by collecting data 5) Generate all the possible causes 6) Find out the root causes 7) Validate thru data collection & analysis 8) Generate solutions; Select appropriate solutions 9) Foresee possible resistance for implementation 10) Implement solution on trial basis & check performance 11) Regular implementation & standardisation 12) Follow up / Review
- 17. What are the tools used by the Quality Circle? Quality Circle uses the following ten simple problem solving tools. 1. Brainstorming 2. Flow Diagram 3. Data Collection 4. Graphs 5. Pareto Analysis 6. Cause and Effect Diagram 7. Stratification 8. Scatter Diagram 9. Histogram 10. Control Charts
- 18. ADDITIONAL AREAS FOR CIRCLES TO LEARN MEETING PROCESS AND BEST PRACTICES RECORDS AND DOCUMENTATION ACTIVITY PLANNING , GOAL SETTING & REVIEW INTERACTIVE BEHAVIOURS AND SKILLS; GROUP PROCESS AND TEAM WORKING PRESENTATION PROCESS AND SKILLS CRITERIA BASED DECISION-MAKING ON-THE-JOB LEARNING
- 19. FAQs : What is an ideal size – members – for a quality circle ? Can employees in shifts become members of a circle? What about membership from different shifts from same area ? When can circles meet – during work hours ? What kind of training is to be provided to circles? How circles function & what takes place in a meeting? How does the circle use the service of specialists ? What is management presentation & when is it made ? Are not circles’ solutions costly to implement ? What is the normal duration of a circle’s project ? How to recognize & pomote circle activities ? 12 ) What is the difference between Kaizen , suggestion scheme , quality circles ? 13) What benefits members get ( what is in it for me ) ? 14) Do circles ever run out of problems - projects to work on
- 20. More emphasis should be on what associates have learnt rather than what has been saved. Learning needs to be systematic and done over a long period. Short term workshops of a few days are inadequate. - After some time to g et internal trainers developed by external persons Circle Functioning
- 21. What Quality Circles can learn by systematic functioning. 1. A systematic way of thinking & working. 2. Planning one's activity with prioritization. 3. Acquire the ability to interact with each other 4. Use one's brain power to introspect, analyse and find solution to problems. 5. Ability to express one's ideas in a proper way. 6. Ability to self evaluate .
- 22. Initiating circle’s functioning Sufficient number (5 to 7) of like minded, same work area, may be same shift, associates hold a meeting. Select a leader, deputy leader. Select a name for the Quality Circle (Names preferred than just numbers). Decide day and time for weekly meetings The coordination department is informed for approval, registration and ensuring facilitation
- 23. Record Maintenance From day one, members should learn to maintain a record The record should cover: Name/number of Quality Circle, section, department and organisation they belong to and its address. Date of formation of Circle/ date of inauguration Day, time, duration and place of Quality Circle meetings. Number of problems identified since the Circle was formed, their classification and number of problems solved. Agenda for every meeting, minutes showing decisions / actions agreed, record of discussions. Attendance of members, punctuality, etc., should be recorded
Editor's Notes
- #3: Definition Structure Roles and Responsibilities
- #4: QCC as a movement was started in 1962 in Japan Based on 30 years of experience, JUSE revised the definition of QC Circle in 1995, to rectify certain misconceptions.
- #5: JUSE revised the QCC definition in 1995 Develop their capability, perform self actualization for QC circle members and make its work place full of brightness and vitality, enhance customer satisfaction and make a social contribution.
- #6: TO SUM UP: 1. QC circle activity is not a stand-alone concept but part of Total Quality activities taken up by an organisation. 2. It aims at human resource development, and helps the associates to develop themselves. 3. Creates a pleasant work atmosphere. 4. For this managerial level should extend continuous and adequate support.
- #7: Steering Committee should work out action plan i. To introduce a few QC Circles in some areas of the organisation (OR) ii. To introduce QC Circles in all units and departments.
- #9: Coordinator: Link between Steering Committee, facilitator and Circle leaders. Depending upon size of organisation, can have full-time responsibilities of Coordination. Should be thorough in knowledge in the use of simple statistical tools. Properly trained.
- #11: Facilitator should posses skills to Demonstrate Communicate Train Appraise each member separately Assess the performance of Circles Self evaluation of his performance
- #15: 1) If survey had been done then findings of the survey should be discussed here. 2) Quality Council and Steering Committee are one and the same. It is essentially an apex overseeing body. 3) Coordinator should also undergo intensive training.
- #16: 5) Facilitators are to coach their members 6) Clear their doubts. They should be asked to fill up a membership form if they are willing to join the QC movement. Coordinator should collect the forms and maintain a register - department wise and shift wise. 7) It is important people should preferably be from same work area and same shift; If there are not enough members from the same area, then members from connected area can be included. The maintenance group attached to that shop can be included. In the worst case people from different shift but from the same work area could be considered.
- #17: Problems are opportunities. Correct understanding of problems essential to solve them
- #18: In a manufacturing environment, there is all the time interaction between machines, materials, methods and men. When technology w.r.t products or processes or machines or materials change, the complexity can increase. Hence a structured and systematic approach required using appropriate tools to bring stability as also improve
- #21: It is learning with opportunity for application that will bring attitudinal change in them and bring long term benefits to organisation.