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Project by Project Improvement - QC Circle in Detail
Project by Project Improvement - QC Circle in Detail
M.Ganesh Murugan
9715447621
The QC circle was
formally organized in
Japan in 1962 by
Japanese Union of
Scientists and Engineers
(JUSE) and the man who
initiated the idea is
Dr.Kaoru Ishikawa
The organization gets the total man
Humanize the work i.e. Quality of work life is
stressed and improved
Brings out extra-ordinary qualities from ordinary
people
To display the human capabilities fully and eventually
draw out infinite possibilities
Prepares the employer and employees to meet the
challenges of the changing time and conditions
Ensure harmony
Effective team work
Job satisfaction
Problem solving capacity
Communication
Self development
Leadership development
Safety awareness and housekeeping
Productivity
Team building
Participation
Self-discipline
Not just for only quality problems
Not a forum for grievances
Not a spring-board for demands
Not a tool for management to unload problems
Not problem-focussed, but performance-oriented
Not for changing the existing organisational structure
or chain of command
Not a “cure all” or “sure cure” technique
Not a panacea for all ills
One of the prime objectives of QC is to improve the
quality of work life and environment
The survival and prosperity of any enterprise depends
on the bottom line of the balance sheet i.E.
Net profit/economic viability and stability. A higher level of
quality will result in satisfied customer, repeat business,
which in turn will improve the profitability, job security and
overall harmony of enterprise.
Hence, the emphasis on “quality”
Everybody participates and contributes in the process
of decision-making
Problems are chosen, not given
Decision by consensus, not by majority
Performance-oriented, not problem-oriented
Bottom-up approach
Management-blessed, not management-directed
Members are responsible from the identification of a
problem to implementation of the solution i.E. For
total performance
Aims at the quality of work life
Does not replace or substitute any of the systems or
structure
Problem identification emanates from
The members of the circle
Management
Staff or technical experts
Several problems are identified and the selection of
the problem is the prerogative of the circle
Problem analysis and discuss alternatives
Data from specialist, if necessary
Arrive at best solution
Circle members discuss various alternatives also before
reaching the best solution
Management presentation
The circle makes its recommendations directly to its in-
charge using a powerful communication
Review of recommendations and approval by
management
Thoroughly in consultation and coordination with peripheral
departments and approves or disapproves
Implementation
Approved recommendations are implemented.
Recommendations that are not approved are
Communicated to the circle members. It is imperative to
explain the reasons to the members of the circle for not
approving their recommendations. Communication should
be effective in either case
From the familiarity of the members as well as
leaders with the operation in which they are involved
In day-to-day work
From the proposals or suggestions by clients
From the suggestions by the HOD’s
From the suggestions or proposals by any employee in
the organisation
From the objectives set out in the company’s annual
plan/target
However, it is the prerogative of the circle to select the
problem although the suggestions can emanate from
various sources
Positive attitude
Frank discussions and brainstorming with everyone
participating in a cooperative manner
QC should exercise a systematic approach
Confirms the existence of the problem
Understands the nature of the problem
Identifies the symptoms
Finds out the causes
Prepares a systematic programs for study
Checks those programs with the other members
Delegates assignment to members
Seeks advice and assistance if required from outside
agencies
Finds out the various possibilities
Uses the relevant techniques that are learnt for problem-
solving
Prepares a report of its proposal once it arrives at a
solution
Evaluates the relevance and practicability of the solution
Recommends the solution
Implements the solution
1.Meeting
A QC meeting must be the focal point of all activities
The meeting time should be such that it is convenient and
acceptable for all members
2.Subject (themes)
The subject chosen should be in consonance with the
policies of management
A subject which is familiar and of common concern to all
the members of the circle should be handled first
Only work related problem should be chosen
A problem whose solution is within the capability of the
members of QC should be selected
The subject should be so chosen for the impact of its
solution
As a rule, a problem should be selected which can be
solved within reasonable period of time
3.Managing the activities
Give opportunities for simple and brief presentation for
those members who are not used to speaking
Before others
Familiarize all the members with the environment gradually
Utilize every opportunity of praise
Suggest better ways of doing things after appreciating their
efforts
What is salt to food is humor to effective discussion without
tension. A sense of humor is a necessary ingredient but
strict discipline should prevail
Circle members should display their respective role by
earmarking their responsibility
Use simple techniques effectively and thoroughly
A problem must be selected and solved only if the members
can assure themselves that it will not reoccur
People must be sufficiently motivated even to the point of
becoming greedy in getting the most out of activities
4.Education of QC members
QC members must make it a habit to study
Read text books as many times as possible and make the
best use of them
Develop the habit of getting as much data as possible from
as many sources as possible and utilize them to the
maximum extent
Knowledge is not sufficient, but the application of
knowledge is more important
What is digestion to food is contemplation to knowledge.
Hence applying the knowledge that is acquired in solving
the problem is key to the success of circle
Apply the techniques in such a simple manner that
everyone can understand
5.Key factors for the success of QC activities
Make a master plan and divide into elements
Study, discuss and solve the problem with the co-operation
of all the members so that their commitment is assured for
the implementation
Constantly review the progress and the status of the
solution
6.How is a QC program organized?
A qc program is an integrated system made up of several
components –
The members
The leader
The facilitator
The executive committee
Format enclosed
Format enclosed
The QC circle is program is an integrated system
consisting of the following
Steering committee
Divisional review committee
Coordinators and facilitators
Circle leader
Circle members
Steering committee
This committee comprises of the executive director,
general managers and a member secretary (nominated by
management). This committee sets goals and objectives for
the QCC activities and establishes operational guidelines
It meets as often as necessary but at least once a quarter
to review the progress. The secretary is responsible for the
overall coordination of QC circle activity in the company
Divisional review committee
This committee comprises of the divisional head,
departmental heads, coordinators and facilitators(member
secretary). It provides active support to the circles
The committee meets as often as necessary but at least
once a month to review the progress
Coordinators
Organizes training programs for members as and when new
circles are formed
Convenes the steering committee meeting regularly once in
two to three months and maintains the minutes thereof.
Organizes top management presentations regularly once in
two to three months
Centrally registers circles as and when formed and also
maintains records of number of members, frequency of
management representations, etc.
Co-ordinates and evolves a consensus for norms to asses the
performance of different quality circles and of different
divisions
Co-ordinates and ensures availability of common facilities
to all quality circles
Prepares a budget for the functioning of quality circles and
submits the same to the steering committee for adoption
Facilitators
Is responsible for the successful operation of the quality
circles in his area. He has to be a guide, counselor, teacher
and a catalyst
Ensures necessary facilities for quality circles to operate
effectively lends assistance and support to the leader
whenever required and also helps in the training of
members
Is invited to the meetings of the departmental or steering
committees wherein he gives a resume of the activities of
quality circles in his jurisdiction
Circle leader/deputy leader
Makes the necessary facilities available, with the help of
facilitators and others, for enabling quality circles to
perform without constraints
Assigns tasks to different member from time to time to
maintain a high degree of individual involvement and
participation
Trains the members in various problem-solving techniques
and other facets of quality circle operations, and gives
them necessary guidance whenever required, with the help
of the facilitator and others, if necessary
Maintains a high degree of cohesiveness of his team. He
does not act as a boss in quality circle activities but as a
friend and partner so that conflicts are avoided and group
cohesiveness is maintained all the time
Ensures that every circle member is involved in circle
activity and a high level of enthusiasm and involvement is
maintained
Plans the agenda of meetings carefully and conduct
meetings regularly and effectively
Ensures discipline and decorum during the meetings
Chalks out action plans for a progressive solution of
problems through data collection, interaction and sets time
bound programs for implementation of the circle’s
recommendations
Encourages and evolves consensus decision-making
processes so that win-lose situations are obviated
Ensures that record-notes of meetings and progress of
problems are maintained in two separate registers regularly
and effectively
Interfaces with other levels of management, the facilitator
and different functional agencies to ensure the effective
working of his quality circle
Takes necessary steps continuously in conjunction with
other members, facilitators, executives and the
department head to ensure that his quality circle maintains
a high degree of morale and enthusiasm continuously and
thereby catalyses the quality circle movement in the
organization to grow steadily and healthily
Organizes presentations to departmental head and top
management at least once in two to three months
Feeds the information relating to the highlights of his circle
activities to the agency concerned for publication in
appropriate newsletters and journals
Circle members
Participate actively in the discussions during the meeting
and all other activities of the circle. They willingly execute
specific assignments that may be given to them as decided
in the circle meetings. Thus they actively assist
leader/deputy leader in effectively and efficiently
conducting the circle activities
Contribute towards building of a cohesive group through
which they try to achieve the highest standards of
performance
Take part in management presentation
Through their personal conduct and enthusiasm, help in
propagating the quality circles concept in other areas
where circles are yet to be launched
Assimilate the inputs given to them during training and
develop in themselves the capability for systematically
identifying analyzing and resolving problems and also attain
leadership qualities
Check sheet
Stratification
Pareto chart
Cause and effect diagram
Histogram
Scatter diagram
Graph and control chart
A scientific approach of solving problems and making
workplace improvements
Helps individuals/teams of diagnose, solve and
prevent problems
Can be used to solve 90% of workplace problems
Simple yet powerful histogram
Check sheet is a systematic method of collecting,
recording and presenting the relevant data in a
simple manner Helps individuals/teams of diagnose,
solve and prevent problems
Rationale and Benefits
To make data gathering simple, systematic, easy and
effective
To arrange and present data in such a way that it can be
understood and used easily
Enables “management by facts” as opposed to
“management by opinion”
Process performance check sheet
Defect item check sheet
Defect location check sheet
Defect cause check sheet
Task conformation check sheet
Establish what information is needed
Establish “operational definition” for the data to be
collected
Determine 5W and 2H of check sheet
Construct the check sheet
Test the check sheet
Use the check sheet
Use the information (remember three rules of QC)
Why is the data needed?
What type of check sheet should be used?
Where should the data should be collected from?
(Plant/machine/place)
Who has to collect the data?
(Operator/ supervisor/manager)
When will the data be collected?
(Every hour/ at the time of receipt)
How should the data should be measured?
(Instrument/clock)
How much data is essential?
Check sheet should broadly have three types of
information
Title of the check sheet
Source information
Name of the project/ problem theme
Location of data collection
Date and/or time
Name of the person recording data
Content information
Column with defect/event name
Column to record frequency
Column to record total
Test the check sheet with at least three different
collectors
Check if the operational definition is really
“operational”
Reconfirm that the columns are relevant and required
Check if the check sheet is easy to record and use
Make changes based on the feedback
Explain the check sheet to the data collector
Ensure that the data collector understands the reason
for which the data is being collected
Collect data
Standardize its use to assure consistency
Tally mark =5
Pay particular attention to irregular data and
irregular conditions
Use data from the check sheet for further analysis
- Pareto chart, histogram, scatter diagram
Ensure that all the data that is recorded is put to use
OR is likely to be put in future
Regularly audit the use and the usefulness of check
sheet
Goals are too vague
No agreed operational definition
Data is not collected on time
Too much time and effort being spent on recording in
the check sheet
Check sheet is too complex
Different people are using different check sheet for
the same issue
Project Name:
Name of Data Recorder:
Location:
Data Collection Dates:
Dates
Defect Types/
Event Occurrence Sunday Monday Tuesday Wednesday Thursday Friday Saturday TOTAL
Defect 1
Defect 2
Defect 3
Defect 4
Defect 5
Defect 6
Defect 7
Defect 8
Defect 9
Defect 10
TOTAL
check-sheet-histogram.xls
A technique used to divide the data into sub-
categories or classification to provide useful insight
into the problem
Root word is “strata” which means
Group
Division
Sub-class
Levels
Layers
Stratification is an act of dividing the data based on
groups, division, sub-class, causes etc.
Data comes from different sources. e.g: different
machines, instruments, cities, operators etc.
Data sometimes masks real information.
Stratification helps in getting meaningful information
from data.
Divide the data and conquer the information
List all conditions
Machine Inspector
necessary
appropriate graph
data
Rejection 33 30 32
Stratified data
Time 23/2 24/2 25/2
9:00-10:00 15 14 16
10:00-11:00 1 2 0
11:00-12:00 2 0 1
12:00-1:00 1 0 1
1:00-1:30 lunch
1:30-2:30 10 11 12
2:30-3:30 3 1 0
3:30-4:30 0 2 1
4:30-5:30 1 0 1
Pareto chart is a diagram that shows the order of the
of the causes
80%
Outputs
Effects
Results
Select the problem
Collect data
Sort data & calculate cumulative frequency
Draw the axes
Construct the bars
Draw the cumulative percentage line
Title and label the chart
Identify vital few from the trivial many and plan
further action
Select the problem for investigation
Decide what data will be necessary and how to classify
them
Determine the method of collecting data and period of
data collection
Design a separate check sheet if necessary
E.g: causes for service complaints of computer system
Causes Frequency
Print problems 11
Rodent problems 3
Server crash 23
Boot problems 8
Bad configuration 6
Virus attack 52
System re-configuration 3
Operating system corrupted 9
Email not functioning properly 4
Loose connection 5
Others 12
Cumulative Cumulative
Code Causes Frequency
frequency percentage
A Virus attack 52 52 38.24
B Server crash 23 75 55.15
C Print problems 11 86 63.24
Operating system
D 9 95 69.85
corrupted
E Boot problems 8 103 75.74
F Bad configuration 6 109 80.15
G Loose connection 5 114 83.82
Email not functioning
H 4 118 86.76
properly
I System re-configuration 3 121 88.97
J Rodent problems 3 124 91.18
K Others 12 136 100.00
136=100%
It is undesirable that “others” represent high
percentage (should be < 10%)
If the cause of a problem can be solved easily,
implement it even if it belongs to trivial many
Wherever possible, compare monetary data with
frequency data
Draw the Pareto chart before and after improvement
A diagram which represents meaningful relationship
Dr.Joseph.M.Juran named it as
Ishikawa diagram
Big Bone
Medium
Sized Bone
Effect
(characteristic)
Small Bone
Dispersion Analysis Type.
Note
Poor handling
Rod bent
Poor handling
Rod bent
the process
“why?”
as that of effects
It is a type of run chart used for studying the process
reduce variation
Dr.Walter.A.Shewart invented the
control chart
product” in 1931
Every process is subject to variation
society
the process
identified
Common cause Special cause
Consists of many individual
Consists of one or few causes
causes
Results in relatively smaller
Results in large variation
variation
Process is stable
Process is capable
Attribute data
Variable Attribute
data data
-R chart p chart
X – mR
chart c chart
mX – mR
chart np chart
u chart
40
30
20
10
-10
-20
-30
1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 109 115 121
40
35
30
25
20
15
10
0
1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 109 115 121
Y - Axes
Variable Data
Central line
Control
limits
Data
Points
subgroups
Sub groups
Central line
Control limits
Indicates requirement
Collect the data
Sub-groups X1 X2 X3 X4 X5
1 47 32 44 35 20
2 19 37 31 25 34
3 29 11 16 11 44
4 28 29 42 59 38
1 = X1+X2+X3+X4+X5
n
1 = 47+32+44+35+20
5
= 35.6
= 35.6+29.2+22.2+39.2
4
= 35.6
= 47 – 20 = 27
= 1+ 2+ 3+ 4
K
= 27 + 18 + 33 + 31
4
subgroup size
Central line =
n A2 D3 D4 d2
etc.
Process stability Process capability
Process is deteriorating
Presence of special cause
requirements
Assess capability of a process to meet customer’s
requirement
process variation = 6σ
σ = .
d2
Cp = USL –LSL
6σ
Gather data
n = 64 data points
Calculate the number of data points, n
R = Xmax – Xmin
Add the class width to the lower class boundary until the
“K” class intervals and/or the range of all the numbers are
obtained
101.50 – 101.99
Construct the frequency table
Class Class
Frequency Total
# Boundaries
1 98.50 – 98.99 3
2 99.00 – 99.49 8
3 99.50 – 99.99 13
4 100.00 – 100.49 23
5 100.50 – 100.99 9
6 101.00 – 101.49 6
7 101.50 – 101.99 2
Process Centering
Process Variation (Dispersion)
Histogram Shape
Process Comparison with specification(Process
Capability)
Process Centering
Process Centering
Process Centering
Process Variation (Dispersion)
Process
within
What is the
requirements
variation or
spread of
the data? Is Process
it too
too
Variable?
variable
Histogram Shape
Normal Bi-modal
distribution distribution
Existence of correlation
Type of correlation