TQM AND QUALITY CIRCLES

Behavioural Dynamics

4/14/2012

SUBJECT: BEHAVIOURAL DYNAMICS , DYPDBM

GROUP MEMBERS
2

Name Jyoti N.Ker Jasmeet Bagga

Iti Chaturvedi Babet Shweta Kumari Komal Upadhyay Snehal

Roll Number

Behavioural Dynamics

4/14/2012

ROADMAP
3

What is TQM?

Behavioural Dynamics

4/14/2012

TQM
A process designed to focus on customer expectations, preventing problems, building commitment to quality in the workforce and promoting open decision-making.

Behavioural Dynamics

4/14/2012

WHAT IS TQM?
5

Comprehensive concept and not related only to the quality of goods and services Quality standards (e.g., ISO 9000) Employees motivation

TQM aims at improving the total performance at the work place

Reflects the culture of an Organization Achieving customer satisfaction
Behavioural Dynamics 4/14/2012

FOUR POWERFUL ELEMENTS

6

Focus on customer expectations Employees' involvement

Mastery of processes
Team work

Behavioural Dynamics

4/14/2012

ORIGIN OF TQM
7

Stress on quality management Continuous process Stress on quality assurance system Linkage of quality and productivity TQM is a gradual process Focus on customers Employee involvement Formation of quality improvement teams Management's involvement
Behavioural Dynamics 4/14/2012

PHASES IN THE INTRODUCTION OF TQM

8

Awareness Phase
Planning Phase Implementation Phase Institutional Phase
Behavioural Dynamics 4/14/2012

ADVANTAGES OF TQM
9

Customer Satisfaction Quality improvement Absence of additional investment Raises competitiveness Facilitates expansion and diversification Provides trained and motivated employees Miscellaneous Advantages Long-term consumer support Prestigious position in international marketing High standard of living to employees Cost control
Behavioural Dynamics 4/14/2012

10

QUALITY CIRCLE

Dewar, President of the International Association of QCs, defines QCs as "a way of capturing the creative and innovative power that lies within the work force".

Behavioural Dynamics

4/14/2012

WHAT IS QUALITY CIRCLES?

11

Voluntary groups of employees who work on similar tasks or share an area of responsibility They agree to meet on a regular basis to discuss & solve problems related to work They operate on the principle that employee participation in decision-making and problem-solving improves the quality of work

Behavioural Dynamics

4/14/2012

HISTORY OF QUALITY CIRCLES

12

First established in JAPAN in 1962 Kaoru Ishikawa has been credited with their creation

The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE)
1st circles - Nippon Wireless and Telegraph Company

Behavioural Dynamics

4/14/2012

Cont..
13

Implemented even in educational sectors in India, and QCFI (Quality Circle Forum of India) is promoting such activities Not successful in the United States

Behavioural Dynamics

4/14/2012

THE CONCEPT
14

Primarily based upon recognition of the value of the worker as a human being, as someone who willingly activates on his job, his wisdom, intelligence, experience, attitude and feelings One of the key factors is the improvement of product quality & productivity Quality Circle concept has three major attributes:

Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique
Behavioural Dynamics 4/14/2012

OBJECTIVES
15

Change in Attitude

From "I dont care" to "I do care" Continuous improvement in quality of work life through humanization of work

Self Development

Bring out Hidden Potential of people People get to learn additional skills

Development of Team Spirit

Improved Organizational Culture

Individual Vs Team "I could not do but we did it" Eliminate inter departmental conflicts Positive working environment Total involvement of people at all levels Higher motivational level Behavioural Management process ParticipateDynamics 4/14/2012

STRUCTURE OF A QUALITY CIRCLE

16

A steering committee
Circle members Cocoordinator

Circle leader

Facilitator
Behavioural Dynamics 4/14/2012

TYPES OF QUALITY CIRCLES

17

The Ishikawa or fishbone diagram - which shows hierarchies of causes contributing to a problem The Pareto Chart - which analyses different causes by frequency to illustrate the vital cause,

Process Mapping, Data gathering tools such as Check Sheets and graphical tools such as histograms, frequency diagrams, spot charts and pie charts

Behavioural Dynamics

4/14/2012

PROCESS OF OPERATION USED IN QUALITY CIRCLE

18

Behavioural Dynamics

4/14/2012

QUALITY CIRCLES IN INDIA

19

Took more than two decades for the quality control concept to get acceptance in India, after its introduction in Japan Due to the differences in the industrial context in the two countries. Japan needed it for its survival in a competitive market India had a reasonably protected, sellers market, with consequent lethargy towards efforts to improve quality and productivity However, with the policy of liberalization of economy and privatization of infrastructure development, contexts changed. The concept now needs to be looked upon as a necessity.
Behavioural Dynamics 4/14/2012

LAUNCHING QUALITY CIRCLES

20

Expose middle level executives to the concept Explain the concept to the employees and invite them to volunteer as members of Quality Circles Nominate senior officers as facilitators Form a steering committee Arrange training of co-coordinators, facilitators in basics of Quality Circle approach, implementation, techniques and operation. Later facilitator may provide training to Circle leaders and Circle members
Behavioural Dynamics 4/14/2012

Cont..
21

A meeting should be fixed preferably one hour a week for the Quality Circle to meet. Formally inaugurate the Quality Circle Arrange the necessary facilities for the Quality Circle meeting and its operation.

Behavioural Dynamics

4/14/2012

PROBLEMS WITH QUALITY CIRCLES

22

Inadequate Training Unsure of Purpose Not truly Voluntary Lack of Management Interest Quality Circles are not really empowered to make decisions

Behavioural Dynamics

4/14/2012

EXAMPLE
23

Problems solved by the of Maharashtra are as follows

QC

in

P.W.D.

Eliminating delay in issuing observation memos after inspection of site Preventing accidents on highways Reducing electricity bill in office Avoiding duplication of work Removal of encroachment from Govt. land Speeding up pot-hole filling on roads during monsoon Up keeping of service records of employees Maintaining Govt. offices clean Stream-lining reservation system of Govt. rest houses Improvement in maintenance of Govt. Hospital at Sholapur
Behavioural Dynamics 4/14/2012

CONCLUSION
24

Not limited to manufacturing firms only. Applicable for variety of organizations where there is scope for group based solution of work related problems Quality Circles are relevant for factories, firms, schools, hospitals, universities, research institutes, banks, government offices etc. The P.W.D. of Maharashtra has set an example for the Government organizations marching on the path of Quality Improvement.
Behavioural Dynamics 4/14/2012

BIBLIOGRAPHY
25

Cole, Robert E. 1999. Managing Quality Fads: How American Business Learned to Play the Quality Game. New York, NY: Oxford Press. Aubrey, Charles A. 1988. Teamwork: Involving People in Quality and Productivity Improvement. Milwaukee, WI: Quality Press. Foster, S. Thomas. 2001. Managing Quality: An Integrative Approach. Upper Saddle River, NJ: Prentice Hall. Author Unknown. 1984. Quality Circles in the Community College [online]. Available online via http://www.ed.gov/databases/ERIC_Digests/ed353008.ht ml Author Unknown. 1994. Kaizen and Quality Circles [online]. Available online via http://sol.brunel.ac.uk/~jarvis/bola/quality/circles.html

Behavioural Dynamics

4/14/2012

26

THANK YOU!

Behavioural Dynamics

4/14/2012