M/S PRATHVIRAJ SINGH PANWAR

Quality Circles
Total Quality Management
 Total Quality Management

Total – “Made up of whole”

Management – ‘An art of planning, organizing, directing and

controlling the assigned activities that takes place to
accomplish objectives.’
According to F.W. Taylor (Father of scientific Management),
‘Knowing exactly what you want men to do and seeing that they
do it in the best and cheapest way.’

Quality -
“Quality is an attribute of a product or service that fulfills or exceeds the human
expectations. These expectations are based on the intended use and selling / service price. “
According to definition of ISO 8402,
“ Totality of characteristics of an entity that bears on its ability to satisfy stated and implied
needs.”
Quality Gurus Speak On Quality

J M Juran – “Fit for use ”

W. Edward Deming – “Continuous Improvement “

Philip Crossby – “Conformance to specifications”

Dr. Kaoru Ishikawa – “Most Economical, useful and

always satisfactory to the customer or audience”
Techniques Employed for TQM
Benchmarking

Business Process Re-engineering

Kaizen

Quality Circle

Total Productive Maintenance

Six Sigma

Poka Yoka

Quality Function Deployment

 WHY Quality Circles
Quality Circle is one of the employee
participation methods.

It creates conditions and environment of work

that stimulates commitment towards
excellence.

Quality Circles utilize the potential of people

for improvement in quality.
 Genesis of Quality Circles
 Before the World War II, quality control pioneers existed in Japanese companies such
as Toshiba.
 In 1949, after the war the Union of Japanese Scientists and Engineers (JUSE) was
established to educate people about Quality Circle.
 On July 10, 1950, W.Edwards Deming started an eight day seminar on the theory of
statistical Quality Control.
 Deming discussed how to make control charts and how to sample and inspect
products.
 From this solid foundations, the Japanese established quality control departments in
their companies.
 They found that some aspects had to be altered to fit the Japanese workplace.
 One of these alterations resulted in the formation of “QUALITY CIRCLE”.
 Pioneers like, K. Ishikawa, Juran were the basis for creating quality circles.
 They used such statistical quality control techniques as Pareto charts, cause and effect
diagrams.
 The spirit of quality circle embodied in the efforts of all those pioneers who
recognized the need for improvement.
Philosophy
 Quality Circles are a people – building philosophy
 It represents a philosophy of managing people specially
those at the grass root level as well as a clearly defined
mechanism and methodology for translating this
philosophy into practice and a required structure to
make it a way of life.
 It is bound to succeed where people are respected and are
involved in decisions, concerning their work life, and in
environments where people’s capabilities are looked
upon as assets to solve work-area problems.
 The Quality Circle philosophy calls for a progressive
attitude on the part of the management
Definition of Quality Circle
 A small group of between three and twelve people
who do the same or similar work, voluntarily
meeting together regularly for about an hour per
week in paid time, usually under the Leadership of
their own supervisor, and trained to identify,
analyze, and solve some of the problems in their
work, presenting solutions to management, and
where possible, implementing the solutions
themselves.'
Finer points from the Definition

 A small group of three to twelve people

 Voluntarily meeting together
 Meeting regularly for about an hour per week
 In paid time
 Under the leadership of their own supervisor
 To identify, analyze and solve problems in their
work
 Presenting solutions to management
 Implementing the solutions themselves
 Multi-faced objectives of QC
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
 People get to learn additional skills
c. Development of Team Spirit
 Individual v/s Team – “I could not do it, but the team did it”
 Eliminate interdepartmental conflict
d. Improved Organizational Structure
 Positive working environment
 Total involvement of people at all levels
 Higher motivational level
Structure of a Quality Circle
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 Roles and Responsibilities
Top Steering Coord Facil Lea Mem Non QC
Commit
Managemen Member
t
tee inator itator der bers s

The Success of the quality circle depends

solely on the attitude of the top
management and plays an important role
to ensure the success of implementation of
quality circles in the organization.
 Roles and Responsibilities
Top
Coord Facil Lea Mem
Steering
Non QC
Member
Manage
ment inator itator der bers
Committee
s

Steering committee called middle management

consists of chief executive heads of different
divisions or a coordinator plays a positive role
in quality circle’s activities for the success of the
efforts.
The meetings are conveyed at least once in one or
two months interval.
 Roles and Responsibilities
Top Steering
Manage Commit
Facil Lea
Coordinator
Mem Non QC
Member
ment tee itator der bers s

Coordinator, who also acts as a facilitator,

is an individual responsible for coordinating
and directing the quality circles activities
within an organization and carries out such
functions as would make the operations of
quality circles smooth, effective and self-
sustainable.
 Roles and Responsibilities
Top Steering
Manage Commit
Coordi Facilitator
Lea Mem Non QC
Member
ment tee nator der bers s
Facilitator acts as a catalyst, innovator, promoter and teacher and
is nominated by the management. His Roles are as follows:
i. Communicating with all levels of management and obtaining
their support;
ii. Facilitating the training of QC leaders and members;
iii. Maintaining an open and supportive environment;
iv. Ensure objectivity in the activities of QC;
v. As a mediator in problem solving;
vi. As a resource person to the circle;
vii.Evaluating the cost and benefits of the QC program and
reporting it to the management
 Roles and Responsibilities
Top Steering
Coordi Facil Leader Mem Non QC
Member
Manage Commit
ment tee nator itator bers s

The leader is chosen by the members amongst themselves and is rotated on a

regular basis. His role is mainly as follows:

i. Training members on problem solving techniques with the assistance of the

facilitator as and when required;
ii. Fostering the spirit of cooperation amongst the members;
iii. Assisting the circle members in record keeping and in the preparation of
management presentations;
iv. Conducting meeting in an orderly and effective manner;
v. Encouraging other people to become members;
vi. Enforcing team discipline and channelizing the efforts effectively
 Roles and Responsibilities
Top Steering
Coordi Facil Lead Non QC
Manage Commit Members
Members
ment tee nator itator er

Members of the quality circles are a small group of people from the
same work area or doing similar type of work whereas non-members
are those who are not the members of the QC but provide suggestions.
Members are expected to;

i. Attend meetings regularly;

ii. Direct their efforts towards solving work-related problems;
iii. Identifying problems, contributing ideas, undertaking research and
investigating (where necessary) and assisting the QC in problem
solving;
iv. Participating in management presentations
Launching of Quality Circle
The steps involved are:
 Expose middle level executives to concept.
 Explain concept to the employees and invite them to
volunteer as members of Quality Circle.
 Nominate senior officials as facilitators.
 Form a steering committee.
 Arrange training of coordinators, facilitators and members.
 Fix meetings for Quality Circles to meet.
 Formally inaugurate the Quality Circle.
 Arrange necessary facilities for Quality circle meetings and
its operations.
 Training

 The most important aspect of a successful Quality

Circle is it’s caliber to perform as a team and identify,
research and solve problems.
 Appropriate training needs to be imparted for the
optimum performance by the Quality Circle. Training
comprises of:
 Brief orientation program for top management
 Program for middle level executives.
 Training for facilitators.
 Training for circle leaders and members.
 Organizational Readiness

The readiness of the management to sanction and

support Quality Circle is fundamental to it’s success.
Organizational Readiness can be assessed by scrutiny of
answers to the following questions:
 Is the organization and management competent enough?
 Is management willing to settle for long term benefits if
short term ones do not materialize?
 Is the management flexible and committed enough?
 Is management willing to accept involvement and share
power?
 Action and Implementation

Assess

Recommend Quality Circle

Clean

Report

Analyse
Process of operation
 Problem Identification
 identify the number of problem

 Problem Analysis
 clarified and analysed

 Generate alternative solutions

 Identify and evaluate causes and generate number of
possible solutions
Select most appropriate solutions
 Identify & generate causes
 Generate possible alternative solutions

Prepare plan for action

 convert solutions to reality

Present solution to management

 Fore approval

Implement of solution
 Evaluated recommended solution
How to use the concept
With the help of 3 main parts:
 Identifying
 Free to brainstrom
 List & analyzed each problem
 Analyzing
 Focus on one problem
 Create an appropriate solution
 Involves opinion from member & researcher
 Results of Analysis
 Prepare to solve the problem
 Explain in- how it works, what solution result should
be
 Results- shown to the managers & group
 How QC Circle Works
Selection
of theme
Present
Formation of QC Registration ation Study
Circle of QC circle

Conclu Planning of
Recorded improveme
by Quality sion nt
Control
Section of Conformati
Execution of
plant improvemen
on of effect t

QC circle grand meeting of

each division

QC circle grand meeting Circles acknowledged for

of each plant excellence participate in the grand
meetings of other firms
Companywide QC circle
grand meeting
Implementing quality circles
 Quality circles require top management support
 Personal characteristics of facilitators are critical
 Scope of project needs to be small enough to be
capably addressed by the team
 Success of other teams has positive peer pressure
effect
 Presentation Organization
• 8 to 10
• Implementati
members,
on
same area
• Monitoring
moderators

Training
Solution • Group
Processes
• Problems • Data collection
• Result • Problem
Analysis

Problem Problem ID
Analysis • Brainstormi
• Data ng
collection & • List
Analysis
• Cause & alternatives
effect • Consensus
Brainstorming
 Brainstorming is a group
participative technique. It unlocks
and discloses the untapped
creative talents and resources in
people.
 It is a technique for gathering the
greatest number of ideas, which
in turn, spark enthusiasm and
originality amongst the member
of the QC.
 Brainstorming is used when the
Circle want to:

1.Identifly a problem
2.Investigate the cause
3.Find a solution
Tools
Control Chart
Scatter Diagram
Histogram
Cause & Effect diagram
Flowchart
Check-sheet
Pareto Diagram
Pareto Chart
Vilfredo Pareto (1848-1923) Italian economist
 20% of the population has 80% of the wealth
Juran used the term “vital few, trivial many”. He
noted that 20% of the quality problems caused 80% of
the dollar loss.
A Pareto Chart
A Control Chart is
simply a run chart Control Chart
with statistically
determined upper
(Upper Control UCL
Limit) and possible
lower (Lower
Control Limit) lines
average
drawn on either side
of the process
average.
LCL

The UCL is three standard deviations above the average and

the LCL is three standard deviations below the average.
Purpose: When Scatter Diagram
you need to
display what 100
happens to one
variable when 80

Test Scores
another variable
changes in order 60
to test a theory
that the two
40
variables are 20
related. It shows
possible cause and 0
effect relationships.
It cannot prove that 30 60 90 120 150
one variable Study Time Minutes
causes the other, but it does make it clear whether a relationship exists
and the strength of that relationship. The direction and “tightness” of the
cluster give a clue to the strength of the relationship between the two
variables. If you find the values being repeated, circle that point as
many times as appropriate.
 Histogram: When you need to discover and
display the distribution of data by bar graphing
HISTOGRAM the number of units in each category.
A Histogram displays the distribution of measurement data, such as scores, size,
time, or temperature. This is critical since we know that all repeated events will
produce results that vary over time. A Histogram reveals the amount of
variation that any process has within it.

Acceptable Bus Arrival Time

Assuming that the
15
14
perfect arrival time is
9
Lower limit Upper
8 limit 8:00 and the goal is to
frequency

10 6 7
4 4
5 1 2 3 2 arrive within 5 minutes
0 of the scheduled
arrival time, attention
arrival tim e at school needs to be paid to
the causes of the later
60 data points (10 bus drivers logged their arrival times.
arrival time over 6 day period of time)
 Cause & Effect Diagram (Fishbone Diagram)
 This diagram represents the relationship between
some “effect” and all the possible “causes.”
 The major causes might be summarized under Major Major
categories referred to as People, Methods, Cause Cause
Materials, Procedures, Machinery, Environment,
and/or Policies. However, a QC may use any
major category that emerges or helps people
think creatively.

EFFECT
 From this well-defined list of possible causes,
the most likely are identified and selected for
further analysis. Sub Causes
 When examining each cause, look for things that
have changed, deviations from the norm or
patterns. For each cause, ask, Why does it
happen?” and list the responses as branches off
the major causes. This way, a QC looks for
causes that appear repeatedly, and reach a team Major Major
consensus. Cause Cause
 Measurement Man Machines

Faulty testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature Poor process
control Defective from vendor design
Ineffective quality
Not to specifications management
Dust and
Dirt Material- Deficiencies
handling problems in product
design

Environment Materials Method

 Flowchart
Flowcharts are a graphical
description of how work is done,
and are used to describe
processes that are to be improved.
Flowcharts provide excellent
documentation of a program and
can be useful for examining how
various steps in a process are
related to each other. Sometimes it
is helpful to draw two flowcharts,
one with the actual steps in a
process and one with how the
process should work. Comparing
the two charts will show where
there are differences and where
problems generally arise.

" Draw a flowchart for whatever you do. Until you do, you do
not know what you are doing,you just have a job.”
 Flowchart Symbols

Activity Complex
activity

Contribution
Decision Group
meeting

Report

The End!
Multiple
reports
 Checksheet
Checksheets form a systematic means of collecting and analysing
data.They are special types of data collection forms,and facilitate an
organised way of data presentation.

Shifts
Sample
checksheet
showing defect    
type and
corresponding
Defect Type

shift in which  

each
occurs,and its  
frequency
 
 Benefits of Quality Circles
Rise Organizational moral
Inspire more effective team work
Promote Job involvement
Create problem solving capabilities by members
of QC’s themselves
Promote personal and leadership development
Improve communication within the organization
Promote cost function
Increase employee motivation
 QC Allows benefits from
 Total Productive Maintenance (TPM)  - involvement of the workforce in
process improvement.
 Lean manufacture includes all of the following participative concepts -
 SMED (Single Minute Exchange of Dies) and set up time reduction
 5S/5C or CANDO.
 Autonomation (JIDOKA) - using single part production methods and the
Kanban approach.
 Root Cause Analysis.
 Poka Yoka (mistake proofing).
 Quality related Cost reduction.
 Flexible Work groups.
 Improved overall performance
Limitations and problems of QC
Lack of management commitment and support
Resistance by middle management
Lack of clear objectives
Unrealistic expectations for fast results
Failure to get solutions implemented
Inadequate training
 QUALITY CIRCLE AT WORK
XEROX one of the most well known firms in the world has
benefitted from it.
Xerox reduced waste production by 65000 tonnes annually-with
the help of Quality Circles.

United Airlines –one of the largest carriers in the USA

Quality circles at UA helped tackle the issue of no-shows and
sick leaves.
Result: Sick leaves were down by 17% and UA could save 18.2
million dollars
 QUALITY CIRCLE AT WORK(CONTD)
• BHEL-’Navratna’ PSU one of the largest PSU’s in INDIA.
• BHEL’s Tiruchirapalli Plant : A large heavy engineering units manufacturing
boiler’s and an entire range of equipments required for a thermal power unit.
• BHEL-pioneer in implementing QC’s in INDIA. Introduced it in 1981.
Introduced in 1984 at the Tiruchirapalli Plant.
Impact of Quality Circles in BHEL
• Cohesive team work and team spirit.
• Work itself is more enjoyable.
• Improvement in interpersonal and intergroup relations.
• Improvement in the quality of workmanship within the work group.
• Greater and prompter response to suggestions given.
• Attitudinal changes.
• A greater sense of belonging to the group and the organization as a whole.
• Positive approach.
• Mutual trust.
QUALITY CIRCLE AT WORK(CONTD)
• The positive impact at the plant lead to the encouragement of the QC concept
• 10% in crease in the number of Quality Circles at BHEL
 HR AND QUALITY CIRCLE
PHILOSOPHY OF QUALITY CIRCLE
The man on job more about its problem than anyone else.
Every person is inherently talented and a conducive environment brings the
best out
People building is more important than people using

The above statements clearly underscore the importance of the human

element.
• Various motivational theories like CHRIS ARGYRIS, FEDRICRICK HERZBERG’S
THEORY , DOUGLAS Mc GREGOR’S THEORY, MASLOW’S THEORY OF
HIERARCHY helps us understand the various needs of people.
• QC Philosophy combines the various needs brought out transforms them into
actual practice
• Motivation, Participation and Recognition are the three major aspects of QC.
INTANGIBLE BENEFITS OF QUALITY CIRCLE
 Developing the ability of self expression
 Personal Growth resulting from long-term group educational activities.
 Greater self-confidence of supervisors
 Member morale increase
 Level of self supervision improves
 Helps develop ability to work in teams and appreciate other’s point of
view
 Better exchange of ideas and improvement in communication
 The co-operative activities of the circle cement human relations.
 It facilitates the satisfaction of members self-esteem needs.
 The social need of human beings for belonging to a group is satisfied
through QC activities.
Thank You