Quality circle content and implementation

2. Introduction
Professor Kaoru Ishikawa(1951-89) is known as the “Father of quality
Circle” for his role in launching Japan’s quality movement in the
1960’s. In the late 1950’s he articulated the philosophy which lead to
the development of quality circles in the early 1960’s. in the 1962
may the first quality circle registered in Japan and first QC conference
was held at Japan in 1962 November.
Quality circles are popular quality improvement systems. Almost all
major companies have adopted the conference of QC. The case
studies of QC’s act as models. With the help of such models an
individual entrepreneur group to improve the quality of work life and
helps to develop to innovative from members.

3. What is Quality Circle?
Quality circle is a small group to perform quality control
activities voluntarily within the small workshop.
The small group carries on continuously as a part of
company wide quality control activities for self development
and mutual development and for control and improvement
within the workshop utilizing quality control techniques with
all the members participating.

4. Basic Ideas Behind Quality
Circle Activities
Quality circle activity is carried out as a part of company-wide
quality control activities in order to:
a) Contribute to the development and improvement of the
corporate culture and the company’s improvement.
b) Create cheerful work places that make life worthwhile
and where humanity is respected.
c) Display human capabilities fully and eventually draw out
limitless potentials.

5. Quality circles Objectives
There are number of objectives that can accomplished in the quality circle
program. The following examples will give some ideas of the
accomplishments that work towards:
1. Self development
2. Mutual development
3. Improvement in quality
4. Improvement in communication and studies
5. waste reduction
6. Job satisfaction
7. Cost reduction
8. Improvement in productivity
9. Safety improvement
10. problem solving opportunities
11. Team building
12. Link all levels of management and workers together to achieve success
13. Get people more involvement and interest in their work
14. Improve participation
15. Reduce absenteeism and grievances

6. Secretes to Success Quality
Circle Program
In order to start a successful quality circle program you
should understand the secrets of a successful program.
Some of the important aspects are listed here.
1. Establish a suitable atmosphere
2. Obtain commitment from people and right area.
3. Select the right people and right area.
4. Select objectives
5. Expose people to the program
6. Inform and communicate
7. Keep the program voluntary
8. Training is crucial
9. Start slowly, grow slowly
10. Be open and positive

7. Structure for effective function
Why a structure?
A structure is a pre-requisite for performance. For any
structure to be meaningful, it should first start with the top
management’s policies, which should be laid down and
linked to the organizations objectives and goals. The next
step is to workout strategies to achieve them through
structure and systems and spelling out roles for a concerted
effort to accomplish results.
1. Policies: intention of the management(decision)
2. Objectives: specific goals to be achieved
3. Strategies: the approach, the plans, the directions
4. Structure : A supporting framework of an organization(means)
5. System: A well formulated set of procedures for coordinated
action

8. Structure
Generally recommended structure by QCFI is as per the
diagram shown below. Organizations can modify it to suit
their convenience as long as the principle behind it is kept
intact.

9. Roles and functions of the
constituents
Most of the quality circle functions are considered the
normal works of the company and should be carried out
through normal channels of the organization. There are
more advantages to working with the same people under
the same chain of command than to creating new positions
or a new department. Management, as well as shop people
get involved in different segments of the program and play
different roles in the project.
Let us review each elements in this structure in detail.

10. 1.Top management
Top management comprises the chairman, managing
director, functional/directors and other directors on the
board. It lays down policy incorporating Quality circles as
an integral part of TQC function. It is responsible for the
implementation of the policy, laying guidelines and
reviewing the policy implementation and results thereof.
It also spells out strategies and systems for the
achievement of results.

11. 2.Executive Committee
The Executive committee is in actually the top management
of the company which establishes and approves quality
circle policies and programs. The executive committee also
gives the approval to start the program and offer basic guide
lines so that quality circles can operate within the
company’s administrative policy. Once the executive
committee approves the program quality circle policy should
be established. So that guidelines should be set for the rest
of the organization.

12. 3. Steering committee
A steering committee is a monitoring group headed by the
head of the organization, to guide ,review and improves the
functioning of quality circles. Through periodic and regular
reviews, the committee makes the functional heads
accountable for the ‘quality circles’ healthy functioning in
their area. Functional heads, in turn, would make the
facilities accountable.

13. 4. co-ordinator
Co-ordinator is generally responsible for the activities of
quality circle. Co-ordinator helpful in expanding the QC
activities a little faster without affecting in the enthusiasm.
Co-ordinator can be selected from any of the department in
the organization.

14. 5.Facilitator
He/she is a nominated manager of an area and he/she
ought to catalyze and stimulate the quality circles. His/her
role is that of a parent, caring for children. Even without
quality circle , a manager’s role is to develop the people
working with him/her and enable them to achieve and give
them the pride of achievement .he/she should be a role
model and a value shaper. The facilitator could be rotated
once in 2 years, or as may be deemed fit by the
organizations

15. 6.Duties of the facilitator
1. Sits an active member of the
steering committee
2. Serves as quality circle program
coordinator
3. Trains
members,leaders,management
4. Coordinate circles
5. Maintains circle records
6. Arranges meeting with outsiders
7. Attends in circle meetings
8. Solves personal problems
9. Search for new members
10. Publicizes the program
11. Spreads a good word about the
program
12. Works in the shop daily
13. Search for new ideas
14. Links all people in the
organization
15. Prepare for presentation-invitations,
papers, visuals aids
16. Prepares new training material
17. Follows upon completed
projects
18. Attend conferences
19. Reads outside materials
20. Organizes informal gatherings-invites
outside speakers.

16. 8.leader/Deputy leader
9.Quality circle leader’s functions
1. Generate enthusiasm for
activities
2. Take care of operation of circle
3. Meet with the circle once a week
4. Use facilitator for assistance
5. Be responsible for circle records
6. Create coordination and
harmony in the circle
7. Be key link between members
and management
8. Attend leadership training
9. Work closely with the foreman
10. Seek advice and help if required
11. Keep the meeting on track
12. Enforce code of conduct
13. Maintain a good attitude above
circles
14. Give assignments
15. Start and end meeting for the
circle
16. Help to get new members for
the circle
17. Promote quality circle program
18. Visit other companies
19. Attend quality programs
20. Teach others useful material to
better the society and
surroundings.

17. 10.Quality circle member
Quality circle members are the back bone of the program
and their active participation makes the quality circle
program successful.
Members of the quality circles are the heart of the program,
and proper use of their untapped brain power is the key tom
its success. Membership is strictly voluntary, and anyone
who to join should be welcomed.
11.Demonstration
12.Communication

18. 13.training
A team or a group will work like a well-oiled mach9ine if
proper education and training are provided. A facilitator’s job
is to provide guidance and harness the best from everyone
of the group for the overall benefit of the circle as well as for
the individuals. Accordingly he has to plan and carry out
training sessions for the improvement and for enhancing the
performance level of quality circles.
The best way to involve members is by propping up the
leader. The leader should be trained and guided so that
he/she and his/her team members tackle their problems
with confidence. The facilitator’s support and guidance
should be continuous.

19. Effective team work
i. Could be seen in how the
total resources of the group
are used to the maximum
by the team.
i. Is an outcome of the
interactive behavior of the
leader and the members
ii. Is seen in the satisfaction the
members derive in task
The blocks of effective
teamwork are:
1. Clear objective and agreed
goals
2. Openness and confrontation
3. Support and trust
4. Co-operation & conflict
5. Sound procedure in decision
making
6. Leadership
7. Learning from experience
8. Establishing sound
relationship
9. Developing of QC member
10. Problem solving method

20. Problem solving method
“A problem is the undesirable result of a job”. The solution of
problem is to improve the poor result to a reasonable level.
The causes of the problem are investigated from the view
point of the facts, and the cause and effect relationship is
analyzed precisely. Counter measures to the problem are
devised and implement to prevent the casual factors from
recurring
A problem is solved according to the following 12 steps:

21. 1. Identification of problem
2. Selection of problem
3. Defined the problem
4. Analyze the problem
5. Identification of causes
6. Finding out the root causes
7. Data analysis
8. Developing solution
9. Foreseeing probable resistance
10. Trail implementation and check performance
11. Regular implementation
12. Follow up and review

22. Guidance for participating QC
circle’s presentations
1. Determine the speaker(s)
2. Select his assistant(s)
3. Presentation of illustrative materials for the
presentation OVER HEAD PROJECTOR, SLIDE
PROJECTOR, DATA PROJECTOR, WALL CHARTS, VIDEO.
4. A typical order of presentation is given below:
a. Introduction of the shop and Circle
b. Reasons why the theme was selected
c. Target setting
What is the target?
 by what time the target was achieved?
 How the target was achieved?

23. d. Grasping the status Quo
 Gathering past data
 Statistical treatment
e. Analysis of cause &
effect Diagram (Ishikawa)
f. Implement of counter
measures
 What kind of counter
measures were taken?
 what were the results?
g. Confirmation of effects
 comparison of (c) & (d)
 was the target
achieved?
h. Recurrence presentation
 standardization and
facility improvement
i. Future problems
 what are they?
 How to solve them?

24. conclusion
Quality circle is a voluntary group of employees who study
and discuss the work related problems and contribute better
results for the organization. The ultimate aim of these QC’s
is to built people and develops them in order to create
interest and dedication to their work to improve quality,
productivity, cost reduction and the quality of work life.

25. reference
 The quality hand book-Donald L. Dewar
Quality circles master guide- sud Ingle
 study material of TELK Quality circle
A book of “ continues improvement”

26. Thanks everyone…..
Jefin Joseph