Quality Circles Guide

Hearty Welcome
to the Talk on

Quality Circles
SD/SAKEC/Q CIRCLE 1
SD/SAKEC/Q CIRCLE 2
Quality Circles
Outline of the Talk
What & Why of QC.
History QC movement.
QC philosophy & Principles.
Significance of QC.
Tools of QC.
How to operatiolisation of QC.
Inferences & Conclusions

3
Quality Circles
Quality Circle(QC) is basically a small group of
employees, usually between 5-10 in the same work
area who meet regularly once in a week for one hour
on a voluntary basis to identify the problems that
effect their work and recommend solutions to
improve the work situation involving quality,
pr oduct i vi t y, s af et y, ef f i ci ency, cos t et c .
History of Quality
Circles
SD/SAKEC/Q CIRCLE 4
SD/SAKEC/Q CIRCLE 5
Brief History of QC
By second world war Japanese Industry was totally
destroyed.
In1946, they established JUSE (Japanese Union of
Scientists and Engineers,) for the growth and
development of Quality.
In 1950, they invited Dr.Edward Deming an American
expert, to give expert lectures on Quality for top
management.
SD/SAKEC/Q CIRCLE 6
Brief History of QC
In 1954, Dr.J.M.Juran was invited to deliver lecture on
Quality Control for top and middle management people.
JUSE conducted a number of training programes for
quality control.
Under the leadership of KAO ISHIKAWA they introduced
the concept of QUALITY CIRCLE.
QCC was barrowed from USA and was modified to quality
circles.
SD/SAKEC/Q CIRCLE 7
History of Quality Circles
Nippon Denro was the first to introduce QC in the 1962
under JSU
Today Japan have approximately 1.2 million QCs.
These circles improved the Japanese Industry drastically.
It is estimated that 25% of profit of Industries comes
from Quality Circle activities.

SD/SAKEC/Q CIRCLE 8
Around 25,000 companies have QC USA
Have acceptance in Britain, France, Brazil, Canada,
Singapore, Taiwan, Malaysia, Holland, Indonesia,
Norway and India.
In India, QC was first Launched in 1980, in BHEL in 1980
under the leadership of Shri Udpa.
SD/SAKEC/Q CIRCLE 9
BHEL has more then 100 QCs in different depts.
A QUALITY CIRCLE FORUM was formed in 1982 in
Secunderabad to propagate the concept of QC.
Now private organizations like Kirloskar, Tatas, Bharat
Forge, Bajaj auto, Vulcan Laval, Rourkela Steel plant
and other Public & Private companies adopted QCs.
Basic Principles &
Philosophy Quality
Circles
SD/SAKEC/Q CIRCLE 10
Basic Philosophy of QC
In the words of Ishikawa the father of QC the essence of
Quality Circles is to
Facilitate people to develop to their full potential.
To create a pleasant work environment, where people
find true meaning of life and work, to promote their
material and spiritual level of life and to contribute to
happiness of the man kind.
Basic Principles Underlying QC
Every job is capable of being improved.
No matter wherever in the organization , every person
desires to do quality job and is capable of attaining
excellence in his work/job .
Every person like to be respected and would like to
contribute to the growth and welfare of the organization
People like to improve their jobs and derive satisfaction
out of it provided they are involved through human
touch, recognition, and reward for work.
People like to participate in groups and crave for
attention.
People have integrity and can be highly creative.

14
A man who does the job knows best about the job or at
least the problems of the job.
Management is not to coerce or control men but to foster
enthusiasm for work, to assist in individual development,
to inculcate spirit of co-operation and harness human
energy for the growth of the organization.
Advantages of Quality
Circles

Advantages of Quality Circle

To the Organization.
Improve - employee employer relationship.
Develop - participate culture and team spirit.
Reduce - work related errors
Increase - productivity and reduce cost.
Improve - quality of goods and services.

To the Organization.
Leads - better efficiency in organization.
Catalyze - attitudinal changes.
Create - consciousness in quality, cost, safety.
Save - a certain amount of managerial time.



to the employee.

Provide: - Job interest in routine work
Give : - sense of participation.
Develop: - problem solving ability in employees.
Improve : - individuals communicative ability
Advance: - Employees career & personal devlpt.
Inculcate: - Team spirit


to the employee.

Provide: - improved work environment
Improve: - Morale of the shop
Involve: - workers in decision making
Remove: - Frustration
Encourage: - employees to get involved in common
goals.

Structure of Quality
Circles

Structure of QC
1. Steering Committee
2. Co-ordinators
3. Facilitators
4. Leaders
5. Members
QC Structure
22
Non Qc - Members
Members
Leader
Facilitator
Co-ordinator
Steering
committee
Top
Managem
ent

Structure of Quality Circle
1. Steering Committee:
is the apex body at the highest level of the plant which is
made up of heads of major departments like production,
finance, materials, marketing, engineering, quality assurance
etc headed by chief executive of firm. Meets once in 2 months.
2. Coordinators:
in large manufacturing organization quality assurance is
required to coordinate activities of QC.


3.Facilitators:
Selected by steering committee, to supervise the activities of 2
or 3 or more circles.
4. Leaders:
Act as integral part of QC. Should have good knowledge of
statistical methods and approaches to be used to identify and
analyse the problems.


5. Members:
Form the hard core of the QC. are selected on purely
voluntary basis and are from same area. Small group of 8 to
10 members. Adequate education and knowledge in the field
Ability to express freely and clearly.

Operationalization of
Quality Circles

Operationlisation of QC
1. Problem identification & Selection.
2. Problem analysis(by applying various QC tools)
3. Generate alternate solutions.
4. Select the most appropriate solution.

Operationalization of QC
5. Presentation of the problem& solution to the
Management
6. Review and decision by management
7. Implementation
8. Monitoring the Progress
Tools of Quality Circles
1. Check Sheet
2. Flow Chart
3. Control Chart
4. Histogram
Quality Control Tools
5. Scatter Diagram
6. Pareto Diagram
7. Cause & Effect diagram
8. Brain Storming
Quality Control Tools
Check sheets
Check Sheet
Histrogram

Histograms
A type of a bar chart & displays data collected to
analyze problem.
Shows pattern of distribution (symmetrical (normal)
or skewed)
Evaluates the effectiveness of implemented solution

Control Charts
Control Charts
UCL
LCL
Flow Chart
Flow Diagrams
Scatter Diagram
Scatter Diagrams
Organizes data using two variables:
independent and dependent.
Pattern shows the correlation between
variables.
# of errors
Volume of work
Pareto Diagram
Pareto Principle
Cause & Effect
Diagram
Cause & Effect Diagram
High
Reject
Rate
Managem
ent
Process
Machine
Methods
Material
Human/
Worker
Supplier
Miscell
aneous
Brain Storming
Limitations of Quality
Circles in India
Limitations of QC in india.

Lack of participative culture in India
Trade Unions are not too enthusiastic about QC.
Improper training & education is a big hurdle in solving
the problems.
Managements are not open with their unions.
Limitations of QC in india.

Supervisors and lower level management shows interest
initially only.
Level of education in India is very poor. Can not
understand 7 tools of problem solving.
Every one knows that 80% of problems are mgmnt
oriented and 20 % employee related. Instead of
approaching 80 %problems mgmnt likes to solve 20%
problems.
Conclusions
SD/SAKEC/Q CIRCLE
51

Conclusion
An effective forum for employee participation
A Systematic problem Solving Methodology.
Helps in Human resource development & provides
spiritual satisfaction.
A tool to harness the Untapped / Hidden Human
potentials/creative potential

Quality Circles Guide

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