Executive committee: senior- level management committee empowered to make and implement major organizational decisions.A steering committee: This is at the top of the structure. It is headed by a senior executive and includes representatives from the top management personnel and human resources development people. It establishes policy, plans and directs the program and meets usually once in a month. Co-coordinator: He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the program me. Facilitator:He may be a senior supervisory officer. He co-ordinates the works of several quality circles through the Circle leaders. Circle leader: Leaders may be from lowest level workers or Supervisors. A Circle leader organizes and conducts Circle activities. Circle members: They may be staff workers. Without circle members the programme cannot exist. They are the lifeblood of quality circles.
5 s and quality circle
5 S & QUALITY CIRCLETQM PRESENTATIONBYNIVETHA
THE SECRET TO JAPANESE SUCCESS• Developed by Hiroyuki Hirano• Create a Better Working Environment and aConsistently High Quality Process
SEIRI – Sort out• Decide what you need (necessary) and remove unnecessary items(RED TAG TECHNIQUE )• All tools, gauges, materials, classified and then stored• Fights the habit to keep things because the may be usefulSOMEDAY• The idea is to ensure that everything left at the workplace is relatedto work
RED TAGTECHNIQUE• Ask staff to go through every items in the workplace , if needed inwhat quantity• NOT NEEDED = RED TAG IT• Store it in RED TAG AREA for a week• Allow the staff to reevaluate the needed items , at the end of theweek needed items be returned to work place
RED TAG TECHNIQUE- ResultsPRIORITY FREQUENCY OF USE HOW TO USELow Less thanonce per yearOnce per yearThrow awayStore awayfrom theworkplaceAvg. Once permonthOnce per weekStore togetherbut offlineHigh Once Per Day Locate at theworkplace
SEITON –Orderliness/Arrangement• Arrange the necessary items in order• This step is all about putting things to its assigned place so that itcan be accessed easily & quickly– Designated locations– Use tapes and labels– Ensure everything is available as it is needed and at the “point ofuse”– PLACE FOR EVERYHTING AND EVERYTHING ON ITS PLACE
SEISO – TheCleaning/Shine• After the first cleaning when implementing 5 S , daily follow upcleaning is necessary in order to sustain the improvement• Divide areas into zones and Define responsibilities for cleaning• Tools and equipment must be owned by an individual• CREATE A SPOTLESS WORLPLACE BY VEIWING THROUGHTHE EYES OF VISITORS
SEIKETSU – Standardise• Once the 3 S are in place , it should be set as an standard so as tokeep best practices in place• Develop procedures, schedules• Continue to assess the use and disposal of items• Regularly audit using checklists and measures of housekeeping• TURN IT TO NATURAL, STANDARD BEHAVIOUR AND HABIT
SHITSUKE -Sustain/Discipline• Develop an attitude to maintain other 4 S alive create discipline inwhatever you are doing• The effect of continuous improvement leads to less waste , betterquality and high morale, cleaner workplace & faster leads times
TEST FOR 5S• 30 SECOND RULE• ONE MUST LOCATE THE ITEM WITH IN 30 SECOND IF 5S ISPROPERLY IMPLEMENTED• ALSO APPLIES TO THE ELECTRONIC RECORDS RETRIEVAL
5 S Benefits1. NEAT & CLEAN WORKPLACE2. SMOOTH WORKING3. NO OBSTRUCTION4. SAFETY INCREASES5. PRODUCTIVITY IMPROVES6. QUALITY IMPROVES7. WASTAGE DECREASE8. VISUAL CONTROL SYSTEM9. EMPLOYEES MOTIVATED10. WORKSTATIONS BECOME SPACIOUS11. MACHINE MAINTENANCE COST DECREASE
Example – Community collegeReprography centreThe improvement efforts of a reprographics shop at a community college. Usingthe lean tool, 5S, the team sorted, organized and optimized the flow of productthrough their shop resulting in improved customer service and satisfaction.http://www.youtube.com/watch?feature=player_embedded&v=o3hh6141awEBefore After
Before Afterimplementation of 5SBenefits$60,600Cost Avoidance-found supplies-discontinued unneededservices$125,000 Cost Avoidance- Reduced total space by 24%
QUALITY CIRCLES• This technique was first started by Kaoru Ishikawa in Japan in early 1960s.• The movement in Japan was coordinated by the Japanese Union ofScientists and Engineers (JUSE).• By 1978 = more than one million Quality Circles involving some 10 millionJapanese workers.• Quality Circles in most East Asian countries , more than 20 million QualityCircles in China.• Quality circles have been implemented even in educational sectors in India,and QCFI (Quality Circle Forum of India) is promoting such activities.• This was not successful in the United States, although some circles do stillexist.
3 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.
ObjectivesA) Change in Attitude.B) Self DevelopmentC) Development of Team SpiritD) Improved Organizational Culture
Quality circle Tools• The Ishikawa or fishbone diagram - which showshierarchies of causes contributing to a problem.• The Pareto Chart - which analyses different causes byfrequency to illustrate the vital cause.• Process Mapping• Data gathering tools such as Check Sheets etc• Graphical tools such as histograms, frequencydiagrams, spot charts and pie charts
Benefits of Q.C Reduce errors and enhance quality and productivity Inspire more effective teamwork Promote job involvement ,participation and employee motivation Build an attitude of problem prevention / problem solving capacity Improve communication in the organization Develop worker relationship Promote personal and leadership development. Develop a greater safety awareness/quality of work life cost reduction
Limitations• Inadequate Training• Not truly Voluntary• Lack of Management Interest• Quality Circles are not really empowered to make decisions.