quality control circles
TRANSCRIPT
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QUALITY CONTROL CIRCLES
PRESENTED BY:
SOOKRAMANIEN LOVIN
SOPHIE VIRGINIE
SOYDAN SADEEYAH
SREENEEBUS NADJAAH
TANNER STEPHANIE
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HISTORY OF QUALITY CONTROL CIRCLES
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DEFINITON
• Quality Control Circles (QCC) is a team up to 12
people who usually work together and who meet
voluntarily on a regular basis “to identify
investigate, analyze and solve their work- related
problems”. (Millson and Kirk-Smith, 1996).
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CHARACTERISTICS OF QUALITY CONTROL CIRCLES
• Small group Composed of three to ten volunteers
• Continual control and improvement throughout the flow of work
• Autonomous operation Solve problem autonomously as they are free to choose the
problem to solve
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CHARACTERISTICS OF QUALITY CONTROL CIRCLES (CONT’D)
• Utilization of Quality Control Concepts, tools and techniques
• Part of TQM or a company-wide QCC program
• Self- development
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OBJECTIVES OF QUALITY CONTROL CIRCLES
• To improve the quality and productivity
• To reduce the costs of products or services
• To identify and solve work-related problems that interferes with production
• Permit employees to develop and use greater amount of knowledge and skills
• To improve communication
• To increase employees loyalty and commitment to the organisation
• To enrich human capability, confidence, moral, attitude and relationship
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STRUCTURE OF QUALITY CONTROL CIRCLES
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STRUCTURE OF QUALITY CONTROL CIRCLES
Senior Management
• Commitment of senior management must be total, i.e there should be earnest support of top management
• They must be convinced about the likely benefits of QCC
• They must provide the resources to allow the introduction of the programme
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STRUCTURE OF QUALITY CONTROL CIRCLES
Steering Committee
• They formulates policies for the implementation of QCC
• They deliberate and decide on suggestions forwarded by QCC for solving problems
• Usually consists of departmental heads from every major function, such as, production, finance, marketing amongst others
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STRUCTURE OF QUALITY CONTROL CIRCLESCoordinator• The coordinator acts as facilitator
• He is responsible for the coordination and direction of QCC activities in an organisation
Facilitator• He is generally a senior employee who performs certain
functions and duties to facilitate and guide the QCC
• He must work as a chief-coordinator and his role consists of:Communicating with all levels of management and obtaining their support and maintain an open and supportive environment
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STRUCTURE OF QUALITY CONTROL CIRCLES
Quality Circles Leader
• The leader must be elected by the members of the circle
• The leader must possess such skills like discussion, initiation and communication
Their roles consists of:
Encouraging his members to actively participate in circles activities, conduct meetings in an orderly and effective manner, act as a link between members and facilitator and train and guide members in problem-solving techniques.
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STRUCTURE OF QUALITY CONTROL CIRCLES
Quality Circle Members
• They voluntarily form the circle and they are the lifeblood of the quality circles
• Their roles consists of:Attending meetings, offering suggestions and ideasand actively participate in group process. They must also undertake research and investigations and assist QCC in problem-solving.
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PROCESS OF OPERATION OF QCC
1. Problem Identification
2. Problem Selection
3. Problem Analysis
4. Generate Alternative Solutions
5. Select most Appropriate Solution
6. Preparation of Action Plan
7. Implementation of Solution
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PROCESS OF OPERATION OF QCC (cont’d)
Source: Jena (2005) cited in Konnur and Joshi (2009)
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CONCEPTS AND ATTRIBUTES
According to Joshi(2009), a Quality Control Circle has 3 major attributes namely:
1.Quality control Circle is a form of Participative management
2.Quality Control Circles is a Human Resource Development Technique
3.Quality Control Circles is a Problem solving Technique
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CONCEPTS AND ATTRIBUTES (cont’d)
1. Quality Circles is a form of Participative Management
• Participative management system where workers make suggestion and improvement for the betterment of the organization.
• Management and Employees collaboration
• The participative management style creates a learning environment
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CONCEPTS AND ATTRIBUTES (cont’d)
2. Quality Control Circles is a Human Resource Development
Technique
• Developing, enhancing and utilizing Human resource
effectively
• Bring craftsmanship or self control back to groups rather than
individual
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CONCEPTS AND ATTRIBUTES (cont’d)
3.Quality Control circles is a Problem Solving Technique
Ishikawa’s Basic Seven Quality Tools:• Ishikawa Diagram• Pareto Chart• Stratification• Check Sheets• Histograms• Scatter Diagrams• Graph and Control Charts
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CONCEPTS AND ATTRIBUTES (cont’d)
1. Ishikawa Diagram- Identifying and presenting all the possible causes of a particular
problem in a graphical format.
- The list of possible causes usually come from a brainstorming session.
• Steps in creating a Fish Bone Diagram• -Identify the Problem• -Identify the major factors• -Identify the possible causes• - Interpret the diagram
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CONCEPTS AND ATTRIBUTES (cont’d)
2. Pareto Chart
• Pareto analysis is a classical technique for ranking the problems or activities after their importance.
• The Pareto chart are histograms aided by the 80/20 rule adopted by Juran.
3. Stratification• The purpose of stratification is simply to divide a set of
data into meaningful groups
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CONCEPTS AND ATTRIBUTES (cont’d)
4. Check Sheets• Simplest method of collecting data
• Useful for recording direct observation 5. Histograms• Pictorial way of representing information
6. Scatter Diagram• It examines the relationship between two variables
• It provides a visual representation on two sets of data
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CONCEPTS AND ATTRIBUTES (cont’d)
7. Graphs and Control Charts
• Shewhart Control Chart for quality control
• Common causes of variation and assignable causes of variation
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CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC
1. Change of Culture
• Overcome resistance to change
• Opt for consensus management
• Develop corporate consciousness
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CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC (Cont’d)
2. Training
•Brief orientation program for top management
•Program for middle level executives
•Training for circle leaders and members
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CRITERIA FOR SUCCESSFUL IMPLEMENTATION OF QCC (Cont’d)
3. Employee involvement and empowerment
• Regular participation of employees in decision-making and suggestions.
• The driving forces behind increasing the involvement of employees are the
conviction that more brains are better, that people in the process know it best, and
that involved employees will be more motivated to do what is best for the
organization.
• Giving employees decision-making and problem-solving authority within their jobs.
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BENEFITS OF QUALITY CONTROL CIRCLES
• Sense of ownership
• Two way of communication
• Address problems
• Team spirit
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IMPEDIMENTS OF QUALITY CONTROL CIRCLES BY OKADA (2003)
• Leader can’t motivate members
• Leaders lacks qc circle concepts, tools and
tecniques
• Solution the circle chooses is not effective
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OTHER PITFALLS OF QUALITY CONTROL CIRCLES BY INGLE (1982)
• No union involvement
• Problems with other programs
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CONCLUSION