This document outlines the agenda for a quality circle presentation. It includes an icebreaker activity where participants introduce their partner. The program contents cover quality awareness, quality tools, quality circles history and case studies. There is a pre-test on quality concepts and tools. Learning outcomes include understanding quality definitions, quality philosophies of Deming, Juran and Crosby, applying quality tools like PDCA, and understanding quality circle implementation.

1. QC CIRCLE
PRESENTED BY
S.THANGAMANY
(MBA-TQM, ISO & QUALITY CONSULTANT)

2. ICE BREAKERS– INTRODUCEYOUR FRIEND
SELECT A PARTNER AND ASK HIM / HER THE FOLLOWING
QUESTIONS. NEXT, PREPARE A SHORT INTRODUCTION OF YOUR
FRIEND TO OTHERS.
WHAT HE / SHE LIKES TO BE CALLED?
HOW MANY YEARS HE / SHE HAS BEEN WITH THE COMPANY?
WHAT IS HIS / HER MAIN RESPONSIBILITY IN THE COMPANY?
WHAT MADE HIM / HER COME TO THIS COURSE?
WHAT HE / SHE LIKES TO TELL YOU ABOUT HIS / HER FAMILY?
WHAT IS HIS / HER EXPECTATION FROM THIS COURSE?

3. PROGRAMME CONTENTS
1) INTRODUCTION
2) PRE - TEST
3) QUALITY AWARENESS
4) APPLICATION OF QC TOOLS
5) QC CIRCLE & CONTINUOUS IMPROVEMENT
6) QC CIRCLE HISTORY
7) QC CIRCLES FORMATION
8) QC CIRCLE CASE STUDIES
9) TOP MAMANEGEMENT COMMITTMENT
10) ASSIGNMENTS
11) POST TEST
12) Q & A

4. Pre-Test
( Quality Awareness , Quality Control & Quality Tools)

5. LEARNING OUTCOMES
 Understand the concepts and definitions of
quality.
 Apprehend the quality philosophies and
principles of Deming, Juran, and Crosby.
 Learn how to apply basic QC Tools & PDCA
 Understand the history, principles, formation
& implementation of Quality Circles
 Implement QCC & the concept of Continuous
Improvement in the Organization

6. PROGRAMME BRIEF
DAY 1
 Introduction
 Pre Test
 Quality Defined
 The Quality Revolution
 The Quality Gurus
 Basics of Quality Control
 Quality Assurance Vs Quality
Control
 Quality Dimension of Product &
Service
 Cost of Quality
 What is a QC Circle ?
 QC Circle Formation
 History of QC Circles
 Resources needed by QC
Circles
 Benefits of QC Circles to the
Organization
 Case Study
 Assignments
DAY 2
 Secret of success of QC Circles
in Japan
 Top Management Commitment
 Involving Suppliers in QC Circles
 Deming’s PDCA & Continuous
 Improvement
 Quality Tools to be used by QC
 Circles
 Conducting QC Circle Meetings
 Brain Storming
 Selection of Problem
 Selection of Solution
 Implementation of Solution &
 Evaluation
 Case Study
 Assignments
 Q&A
 Post Test

7. CURRENT DEMANDS FROM
ORGANISATIONS
• TO UNDERSTAND WHAT CUSTOMER WANTS AND TO PROVIDE IT ,
IMMEDIATELY ON DEMAND , AT LOWEST COST
• TO PROVIDE PRODUCTS & SERVICES OF HIGH QUALITY AND
RELIABILITY CONSISTENTLY
• TO KEEP UP WITH PACE OF CHANGE , TECHNOLOGICAL AS WELL AS
POLITICAL
AND SOCIAL
• TO BE ONE STEP AHEAD OF THE CUSTOMER’S NEEDS ; THAT IS , TO
PREDICT
WHAT THE CUSTOMER WILL WANT ONE YEAR OR TEN YEARS
FROM NOW

8. FOUNDATIONS OF QUALITY
 Our customers define the quality of our
products and services.
 Quality is what consistently pleases the
customer at minimal cost to the organisation.
 Need to produce products and services that
our customers prefer /want than those of our
competitors.

9. THE QUALITY REVOLUTION
A Short History of Quality & Management.
 Mass Production ……………………………………………………………..
 Inspections …………………………………………………………………….
 Quality Control ………………………………………………………………..
 Quality Assurance …………………………………………………………..
 Quality Circle
……………………………………………………………………
 TQM
……………………………………………………………………………….

10. PRESSURES FOR CHANGE
• Increasing Customer Expectations
• New Standards / Testing Authorities
• New Techniques
• Product Liability Legislation
• Need for Cost Reduction
• Link Between Company Performance and Quality

11. QUALITY ASSURANCE OR QUALITY CONTROL ?
 …………………………………………………
…………………………………………………
……………………………………
 …………………………………………………
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 …………………………………………………
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12. WHAT IS QUALITY TO YOU ?
……………………………………………………
……………………………………………………
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13. INDIVIDUAL
EXERCISE NO.1

14. Understanding Quality
Principles of Total Quality
1. A focus on customers and stakeholders,
2. A process focus supported by continuous
improvement and learning, and
3. Participation and teamwork by everyone
in the organization.

15. W. Edwards Deming
• Focus on bringing about improvements in product
and service quality by reducing uncertainty and
variability in goods and services design and
associated processes (the beginning of his ideas
in 1920s and 1930s).
• Higher quality leads to higher productivity and
lower costs.
• “14 Points” management philosophy.
• Deming Cycle – Plan, Do, Check, and Act.

16. DEMING’S KEY IDEAS
Improve quality

Costs decrease because of less rework, fewer
mistakes,
fewer delays, snags, better use of machine-time &
materials

Productivity improves

Capture market w/ better quality and lower price

Stay in business

Provide jobs and more jobs

17. Joseph Juran
• Wrote Quality Control Handbook in 1951, a
comprehensive quality manual.
• Defined quality as “fitness for use.”
• Advocated use of quality cost measurement.
• Quality Trilogy: quality planning, quality
control, and quality improvement.

18. Philip B. Crosby
• Wrote Quality is Free in 1979, which brought quality to the
attention of top corporate managers in the U.S.
• Crosby’s Absolutes of Quality Management include:
 Quality means conformance to requirements, not
elegance.
 There is no such thing as a quality problem.
 There is no such thing as the economics of quality; doing
the job right the first time is always cheaper.
 The only performance measurement is the cost of quality,
which is the expense of nonconformance.
 The only performance standard is Zero Defects (ZD).

19. Ishikawa
To practice quality control is to
develop, design, produce and service a
quality product which is most
economical, most useful, and always
satisfactory to customers

20. QUALITYDIMENSIONOF A PRODUCT
Reliability
Q
Performance
Serviceability
Environmental
Kindness
Aesthetics
Faultless
safety
Durability

21. QUALITY DIMENSION OF SERVICE
Q
Reliability
Assurance
Access
Communication
Responsiveness
Courtesy
Empathy
(Understanding
Customer needs)
Tangibles
(Perceptible)
(Perceptible)
Reliability

22. QUALITY DEFINED
There are many definitions of the word “Quality” by various quality
Gurus:
 Fitness for use. (Joseph M.Juran)
 Conformance to requirements (Philip B.Crosby)
 Predictable degree of uniformity and dependability, at low cost and suited
to the market (W.Edwards Deming)
 Means best for certain customer conditions. These conditions are the
actual use and the selling price. (Armand V.Feigenbaum)
 Minimum loss imparted by the product to society from the time the
product is shipped . (Genichi Taguchi)
 Correcting and preventing loss, not living with loss. (Hoshin)
. Meeting customers’ (agreed) requirements, formal and informal, at
lowest cost, first time every time. (Robert Louis Flood)

23. TEN MAIN PRINCIPLES OF TQM
BY ROBERT L. FLOOD
1. There must be agreed requirements, both for internal and external customers
2. Customer’s requirements must be met first time , every time
3. Quality Improvement should reduce waste and total costs
4. Focus on the prevention of problems rather than fire -fighting
5. Quality Improvement can only result from planned management action
6. Every job must add value
7. Everybody must be involved from all levels and across all functions
8. Emphasize on measurement to help assess and meet objectives and
requirements
9. Practice a Culture of Continuous Improvement.( This includes dramatic leaps
as well as steady improvement)
10. Promote Creativity

24. Cost of Quality Measurements
• The cost of quality refers to the costs associated
with avoiding poor quality or those incurred as
a result of poor quality.
• Prevention costs are those expended to keep
nonconforming goods and services from
being made and reaching the customer.
• Appraisal costs are those expended on
ascertaining quality levels through measurement
and analysis of data to detect and correct
problems.
Chapter 15 Quality Management

25. Cost of Quality Measurements – Contd…
• Internal-failure costs are costs incurred as
a result of unsatisfactory quality that is found
before delivery of good or service to the
customer.
• External-failure costs are incurred after
poor-quality goods or services reach the
customer.

26. WHAT IS QUALITY ?
• EVERYTHING WHICH MATTERS TO THE
CUSTOMER
• WHAT IS POTENTIAL OF AN ORGANISATION ?
( INCLUDING THE EFFECT OF SYNERGY )
• WHAT IS PRESENT LEVEL OF PERFORMANCE
• QUALITY MANAGEMENT ATTEMPTS TO FILL THIS
GAP