Basic concept of q c
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Basic concept of q c

Basic concept of q c

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Basic concept of q c Presentation Transcript

  • 1. Quality CircleQuality Circles were started in Japan in 1962 (Kaoru Ishikawa has been credited for creatingQuality Circles) as another method of improvingquality.Prof. Ishikawa, who believed in tapping thecreative potential of workers, innovated theQuality Circle movement to give Japaneseindustry that extra edge in creativity.
  • 2. What is a Quality Circle?A QC is a voluntary group of employees whoperform similar duties and meet at periodicintervals, often with management, to discuss work-related issues and to offer suggestions and ideas forimprovements, as in production methods or qualitycontrol.It is a participatory management technique thatenlists the help of employees in solving problemsrelated to their own jobs.
  • 3.  Joel E. Ross and William C. Ross define a quality circle as "a small group of employees doing similar or related work who meet regularly to identify, analyze, and solve product-quality and production problems and to improve general operations. The circle is a relatively autonomous unit (ideally about ten workers), usually led by a supervisor or a senior worker and organized as a work unit.“
  • 4.  Quality Circles is a term used in human resources management that refers to the technique of motivating workers by allowing them input into decisions concerning the production process, thereby increasing productivity and profits.
  • 5.  Productivity will increase for two reasons:  because the person best able to decide the most efficient way to do a job is the person who does it for a living and  because employees who have greater control over the product will be more committed and effective workers
  • 6. Most commonly found in manufacturingenvironments, quality circles are applicable to a widevariety of business situations and problems. They are based on two ideas: Employees can often make better suggestions for improving work processes than management; and Employees are motivated by their participation in making such improvements.Thus, implemented correctly, quality circles can helpa small business reduce costs, increase productivity,and improve employee morale.
  • 7. Concept The concept of QC is primarily based upon recognition of thevalue of the worker as a human being, as someone who willinglyactivises on his job, his wisdom, intelligence, experience,attitude & feelings.It is based upon the HRM considered as one of the keyfactors in the improvement of product quality &productivity. QC concept has 3 major attributes:a. Quality Circle is a form of participation management.b. Quality Circle is a human resource developmenttechnique.c. Quality Circle is a problem solving technique
  • 8. Objectives To improve quality, productivity & profitability To secure employee involvement, motivation & development To improve management-employee relations To improve communications at all levels To develop team spirit among the employees To provide better working environment of employees.
  • 9. Benefits of Forming Quality Circles The benefits are that QCs: Promote individual self-development Promote teamwork and fellowship Improve overall company performance and corporate image
  • 10. Organisational Structure A Quality Circle has an appropriate organisational structure for its effective and efficient performance. It varies from industry to industry, organisation to organisation. But it is useful to have a basic framework as a model.
  • 11. The structure of a Quality Circle consists of the following elements. i. 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. ii. Co-coordinator: He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme. iii. Facilitator: He may be a senior supervisory officer. He coordinates the works of several quality circles through the Circle leaders.
  • 12. iv. Circle leader: Leaders may be from lowest levelworkers or Supervisors. A Circle leader organizesand conducts Circle activities.v. Circle members : They may be staff workers.Without circle members the programme cannotexist. They are the lifeblood of quality circles. Theyshould attend all meetings as far as possible, offersuggestions and ideas, participate actively in groupprocess, take training seriously with a receptiveattitude. The roles of Steering Committee, Co-0rdinator, Facilitator, Circle leader and Circlemembers are well defined.
  • 13. Launching Quality CirclesThe launching of Quality Circles involves thefollowing steps:Expose middle level executives to the concept.Explain the concept to the employees and invite them tovolunteer as members of Quality Circles.Nominate senior officers as facilitators.Form a steering committee.
  • 14. Arrange training of co-coordinators, facilitators inbasics of Quality Circle approach, implementation,techniques and operation. Later facilitator mayprovide training to Circle leaders and Circlemembers.A meeting should be fixed preferably one houra week for the Quality Circle to meet.Formally inaugurate the Quality Circle.Arrange the necessary facilities for the QualityCircle meeting and its operation
  • 15. Quality Circle Process List out problems Discussion over the list of problems Selected problem will be analyzed Arrive at solution Present it to management for action Management studies the recommendations Implementation QC members are recognised & rewarded.For another awesome presentations please visit http://www.how-to-possible.com