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A Presentation on QUALITY CIRCLE

Published by Lisa Lester Modified over 5 years ago

Presentation on theme: "A Presentation on QUALITY CIRCLE"— Presentation transcript:

Quality Circle: Concept & working S.C. Sharma GM (VAS)

Twelve Cs for Team Building

Quality Management Training Quality circles Bench Mark Kaizen.

Organizational Structure

Health Services Administration

Functions of Management

Chapter 11 – Managing a Business

1.INTERPERSONAL ROLES:- It contains of following:-  FIGURE HEAD:- Executive managers performing a number of ceremonial duties such as representing their.

Communications Skills (ELE 205)

QUALITY CIRCLES By Zaipul Anwar Business & Advanced Technology Centre, Universiti Teknologi Malaysia.

Learning outcomes:  Define that nature of management and organizations  State management’s importance, history, environment.  Underline management’s.

Unit 5 Operations Management Quality Improvement.

By Dr Anjali Bansal Quality Circles.

TOTAL QUALITY MANAGEMENT

Management. Managers and Managing Managers and Managing

QUALITY CIRCLES. Overview  Summary of History and Practices  What are Quality Circles?  How Do Quality Circles Work?  Formation of Quality Circles.

Prepared By :ANJALI. What is a Team? Two or more persons work together to achieve same goal or complete a task. Teams make decisions, solve problems,

 P lanning is an intellectual process, consicous determination of courses of action, the basing of decisions on purpose, facts and considered estimates.

ACO402/FOF502 – Front Office supervisory skills

Outline of Quality assurance and accreditation

About project

Quality Circles

Jan 13, 2022

330 likes | 1.75k Views

Training presentation on the setting up and effective management of Quality Circles.<br><br>To download this presentation, visit:<br>https://www.oeconsulting.com.sg/training-presentations

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NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives Understand the philosophy and concept of Quality Circles Define the objectives, benefits and the modus operandi of Quality Circles Gain practical tips for managing Quality Circles and define the key success factors Describe the organizational structure and roles and responsibilities of Quality Circles 2 © Operational Excellence Consulting. All rights reserved.

Contents Background and Introduction 1 Quality Circles 2 Practical Tips for Managing Quality Circles 3 Overview of PDCA Cycle and QC Tools 4 A Case Study on QC Problem Solving 5 Key Factors for Quality Circle Success 6 Questions for Discussion 7 3 © Operational Excellence Consulting. All rights reserved.

Introduction to Quality Circles § Quality Circle is also popularly known as QC Circle § Quality Circles (QC) or Quality Control Circles (QCC) were highly popular in the 1980’s as part of the TQC/TQM “Quality Movement” § Today, although Lean has gained wide acceptance, the quality philosophy is still very much a key pillar of Lean (Jidoka) § The tools and techniques used by QCs are still relevant in kaizen activities § This presentation is focused on Quality Circles 6 © Operational Excellence Consulting. All rights reserved.

Concept of Quality Circles § A Quality Circle (or Quality Control Circle) is a group of employees performing similar or related tasks, who get together on a regular basis, to discuss a topic or theme affecting their work or workplace 7 © Operational Excellence Consulting. All rights reserved.

Philosophy of Quality Circles § People take interest and pride in their work § Shared decision-making process § Development of individual capabilities § Creating a cordial atmosphere in the workplace § Benefits both management and staff 8 © Operational Excellence Consulting. All rights reserved.

Types of Quality Teams Quality Improvement Team (QIT) Types of Teams Quality Circle (QC) 1. Formation Department-oriented Project-oriented § § 2. Theme Selected by members Simple Assigned by management More difficult § § § § 3. Members Same department Selected according to expertise Higher echelon § § § 4. Approach PDCA 7 QC Tools PDCA 7 QC Tools § § § § 5. Upon Completion of Project Moves to another theme Disbanded § § 10 © Operational Excellence Consulting. All rights reserved.

Objectives of Quality Circles 2 § 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 • Reduced costs, etc. 11 © Operational Excellence Consulting. All rights reserved.

Benefits of Quality Circle Activities 1 § Company • Reduced absenteeism and staff turnover • Increase productivity • Improve quality of products/ services • Increase revenue § Management • Smooth workflow • Reduce control and supervision 12 © Operational Excellence Consulting. All rights reserved.

Fundamentals of Quality Circle Activities § Group based § Participation by all members § Continuous process § Application of problem-solving (“QC”) tools § Projects/themes are related to the work or the workplace 13 © Operational Excellence Consulting. All rights reserved.

The Quality Circles Structure Parallels the Formal Organizational Structure Steering Committee CEO Secretariat Division Managers Department Managers Facilitators Supervisors Leaders Frontliners Members Structure of a Company Structure of Quality Circle Activities 14 © Operational Excellence Consulting. All rights reserved.

Quality Circle Roles & Responsibilities 1 Role Responsibilities Monitor all QC activities of the organization Manage QC publicity drives and campaigns Ensure success of the movement Support all QC activities and events Approve QC projects where applicable Organize training programs and seminars on QC concept and tools § § § § § § Steering Committee (a.k.a. Management Committee or Promotion Committee) Act as a Project Management Office Maintain Quality Circle records Organize promotional activities Register new teams Keep track of progress of teams § § § § § Quality Circle Secretariat Encourage and motivate QC Monitor all QC activities of his teams Provide meeting place, resources, materials, equipment and supplies Help QC in theme and problem selection Communicate on behalf of his teams with the steering committee Ensure necessary training is provided Implement approved QCs’ recommendations Help the team to prepare for project presentations Be accountable and responsible for the QC activities within own department § § § § § § § § § Quality Circle Team Manager 15 © Operational Excellence Consulting. All rights reserved.

Example of a QC Organization Structure ILLUSTRATIVE QC Promotion Committee QC Secretariat Facilitator Facilitator Leader Leader Leader Leader Members Members Members Members QC QC QC QC 16 © Operational Excellence Consulting. All rights reserved.

Setting Up a QC Promotion Office § Setting up a promotion office is the first step in promoting QC activities § Assign a full-time staff to be in charge of the promotion office • Preferably someone with process improvement experience or has in- depth knowledge of the area’s operations § Key responsibilities: • Promote QC activities • Provide administrative support 17 © Operational Excellence Consulting. All rights reserved.

Key Role of Managers & Supervisors: Creating Skill, Motivation & a Favorable Environment § Consider how to increase QC cctivities in their areas § Regularly check the themes, estimated date of completion, and status of each circle in their areas § Personally check with circle members. A simple “How is it going?” or “Any problems?” goes a long way. § Actively support circles that are having trouble with ideas and offer advice to ensure each circle achieves something concrete § Personally view the results each circle achieves and personally thank each team member for his or her efforts 18 © Operational Excellence Consulting. All rights reserved.

Choosing Quality Circle Leaders § People selected as QC team leaders must have strong leadership skills to support and motivate the entire team § In some environments, supervisors act as team leaders § In other cases, teams select their own leaders and supervisors provide backup support 19 © Operational Excellence Consulting. All rights reserved.

Monitoring the Progress of Quality Circles Register the QC with Secretariat Identify Problem and Set Target Form a QC Proceed through Problem Solving Cycle (PDCA) Prepare QC Activity Plan Register Theme with Secretariat Prepare Notes of Meetings & Seek Approval for Recommendations/ Standardization Evaluate QC Performance & Present QC Story to Management Compile Reports on the Results 20 © Operational Excellence Consulting. All rights reserved.

Common Reasons for QC Failures in Companies § No training § Too much expectation from management § No follow-ups on project § Changes in management § “Lip service” from management § No union involvement § Poor middle management support (ownership) § Poor monitoring and evaluation system § No objectives for project § Poor promotion within the company § No reward and recognition § No budget and yearly plan for the QC program § Poor facilitation 21 © Operational Excellence Consulting. All rights reserved.

The PDCA Approach to Problem Solving § A systematic approach to problem solving § Provides the framework for a team to carry out improvement Act Plan § The framework is used together with the 7 QC tools Check Do 22 © Operational Excellence Consulting. All rights reserved.

The 8 Steps of PDCA Problem Solving 1 Select the Theme 2 Plan the Schedule 3 Grasp the Present Situation PLAN 4 Establish the Target 5 Analyze the Cause & Identify Corrective Action 6 DO Implement Corrective Action 7 CHECK Evaluate the Result 8 ACT Standardize & Follow-up 23 © Operational Excellence Consulting. All rights reserved.

Ingredients for Quality Circle Success 2 5. A core of trained problem solving facilitators and leaders 6. A reward and recognition system that sustains the interest of problem solving members 7. A comprehensive monitoring system to track and sustain the program 26 © Operational Excellence Consulting. All rights reserved.

Avoid the Division of Labor § Avoid the division of labor as practiced in some companies where TQC/TQM is handled by the Quality Assurance division and the QC activities are handled by the Human Resources division § That is contrary to the objectives of QC and will only end up in failure 27 © Operational Excellence Consulting. All rights reserved.

Example of an Evaluation Method of QC Activities Item Points Selection of the theme 20 Cooperative effort 20 Understanding of the existing condition and the method of analysis 30 Results 10 Standardization and prevention of recurrence 10 Reflection (rethinking) 10 Total 100 28 © Operational Excellence Consulting. All rights reserved.

Exercise: Quality Circle Activity ACTION! 10 mins Instructions: Describe a Quality Circle process with which you are familiar. a. What makes it effective (or ineffective)? b. How might you improve the process? List your observations and suggestions on a flip chart. Present your findings to the class. 29 © Operational Excellence Consulting. All rights reserved.

Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 30 © Operational Excellence Consulting. All rights reserved.

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Quality Circle Case Study PowerPoint and Google Slides

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Quality circles structure

Employ this Quality Circles Structure PowerPoint presentation to discuss the features of quality management in the firm. Using this HR administration PPT layout, you can illustrate the mechanism for productive work culture in your enterprise. Also, with this management technique PowerPoint theme, you can encourage your employees to participate in the problem-solving activities of your organization. The philosophy of a structured framework methodology, quality circle in an organization can be showcased using this quality management PowerPoint theme. The seven stages in the formation of a quality circle can be discussed with employees by taking the assistance of management methodology PPT slideshow. The features of basic elements namely top management, steering committee, coordinator, facilitator, leader, member, and non-QC members can be elucidated using this management tool PowerPoint template. Hence, download this quality control methodology PPT template for enriching the lives of the employees, creating harmony hence increasing your business performance.

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Deepak Dhounchak

This paper presents an overview of the philosophy and Quality Circle. Quality circle structure and various features of Quality Circle are very important for any organization. Quality Circle is a Quality Improvement Group and Work Group/Project Team. Successful implementation of QC makes an organization profitable. Quality Circle is an important method which involves the development of skills, capabilities, confidence & creativity of the people through cumulative process of education, training of employees in any organization. In modern era, Development of new management techniques has taken place all over the world which led to formation of complex production management system. Thus industry has to face many challenges due to increase in the product complexity. Quality Circles are small groups of employees and usually their supervisor who volunteer to meet regularly on company time to identify, analyze, and solve problems in their work area.

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The main objective of the study was to examine the impact of quality circle on organizational productivity with a special reference to Nestle Plc Sagamu Ogun State. The study employed the use of both descriptive and survey research design. Primary and Secondary data were used to gather the necessary information. The main instrument that was used to collect data was questionnaire. Sampling technique used was the simple random sampling techniques. The sample size for this research was 200. Questionnaires were distributed to the staffs of Nestle Plc Sagamu Ogun State. Presentation of the data was carried out through the use of frequency table and percentage. hypotheses were tested with the aid of Person Correlation Coefficient using Statistical Package for Social Sciences (SPSS) version 25 to establish the relationship between the variables. This study revealed quality circle and organizational productivity. Also, there is a significant relationship between quality circle and organizational performance. This research recommended that organizations should promote the use of quality circles in their firms. Such teams should be given adequate training to ensure that they are versed in qualitative and quantitative analysis. This will enable them to judiciously carry out their duties of problem identification and solving. Organizations should also endeavour to ensure that selection or inclusion in quality circles takes cognizance or is considerate of the various diversity paradigms which are prevailing within the context of the workplace or organization. Finally, collecting behavioral indices such as absenteeism, turnover and performance data would be helpful to determine the dollar benefit of Quality Circles.

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