Qcc+concept+(annex A)

ANNEXURE - A QUALITY CONTROL CIRCLES* (The Concept) A QUALITY CIRCLE is a volunteer group composed of workers who meet together to discuss workplace improvement, and make presentations to management with their ideas. Typical topics are improving safety, improving product design, and improvement in manufacturing process. Quality circles have the advantage of continuity, the circle remains intact from project to project. (For a comparison to Quality Improvement Teams see Juran's Quality by Design, referenced below). Quality Circles were started in Japan in 1962 (Kaoru Ishikawa has been credited for creating Quality Circles) as another method of improving quality. The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE). Prof. Ishikawa, who believed in tapping the creative potential of workers, innovated the Quality Circle movement to give Japanese industry that extra edge in creativity. A Quality Circle is a small group of employees from the same work area who voluntarily meet at regular intervals to identify, analyze, and resolve work related problems. This can not only improve the performance of any organization, but also motivate and enrich the work life of employees. The use of Quality Circles in many highly innovative companies in the Scandinavian countries has been proven. The practice of it is recommended by many economist/business scholars. Objectives of QCC  To Create a Pleasant Working Environment through: • Improved Morale • Improved Interpersonal Relationship • Better Teamwork • Better Communication  To Upgrade Personnel through: • Training on Problem-Solving Techniques • Increasing Individual’s Knowledge and Creativity  To Motivate Workforce through: • Opportunities for Employees to Utilize Their Talents • Recognition Given for Achievements  To Improve Overall Company Performance in the Long Term through: • Higher Productivity • Better Quality Products/Services • Smoother Workflow • Reduced Costs, Increase Revenue, etc ... Basic Principle of QCC QCC is based on the following basic principle • Workers are recognized as the most valuable resources along with other management resources • Development of workers as useful members of the department/office Quality Control Circles Secretariat National Productivity Organization

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Participation and support from all levels Team work Constant encouragement of creativity The projects are related to daily work.

Topics to be Discussed By QCCs  Quality  Delivery Time  Housekeeping  Cost  Service Time  Safety Topics NOT to be Discussed By QCCs • Wages & salaries • Benefits • Disciplinary policies • Employment policies • Termination policies • Grievances & other items covered under the collective bargaining agreement • Designing new product • Sales & marketing policies • Personalities • Departmental policies • Union agreements • Matters related to discipline • Personal matters • Salaries & allowances • Departmental budget • Service condition • Job distribution • Promotion policies • Other matters not connected to work-related problem

Quality Control Circles Secretariat National Productivity Organization

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Framework to do QCC Action Steps

Stage

STEP 1 Select the theme STEP 2 Plan the Schedule STEP 3 Understand the Present Situation

PLAN

STEP 4 Set Target STEP 5 Problem Analysis and determination of Corrective / Preventive Action STEP 6 Implementation

DO

STEP 7 Evaluation of Results

CHECK

STEP 8 Standardization of the Actions taken / Review

ACT

The QCC Problem Solving Tools 1. Check Sheet 2. Brainstorming 3. Cause and Effect Diagram 4. Pareto Diagram 5. Graphs 6. Histogram 7. Control Chart 8. Stratification 9. Scatter Diagram 10.Flowcharting QCC Organizational Structure    

Steering Committee Secretariat Facilitators QC Circles • Leaders • Members

Q C C S t e e r in g C o m m it t e e F a c ilit a t o r C ir c le s L e a d e r s

F a c ilit a t o r

C ir c le L e a d e r

C ir c le L e a d e r

Quality Control Circles Secretariat National Productivity Organization

M e m b e rs

M e m b e rs

M e m b e rs

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M e m b e rs

M e m b e rs

M e m b e rs

Factors leading to the successful implementation of QCC • Positive attitudes and commitment from top management (This includes the willingness of the Management to allow time and manpower to be spent on implementing the program) • An effective training system • Support from all levels • The establishment of a reward & recognition system for QCC members • Provision of facilities by the Management such as stationery, overhead projectors, transparencies and meeting rooms, laptop computer. • QCC should be considered as a long-term exercise. As such QCC should be initiated on a small scale initially to ensure its sustainability. • The progress of QCC should be publicized throughout the organization • The ability of Steering Committee to plan, implement, coordinate and take action on recommendations • Carrying out promotional activities through posters, slogans and pamphlets

Quality Control Circles Secretariat National Productivity Organization

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