This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Quality circles originated in Japan as a way to improve quality and productivity by empowering employees. Quality circles involve small voluntary groups of 6-12 employees who meet regularly to identify and solve work-related problems using proven techniques. The objectives are to develop a problem-solving culture, improve teamwork and motivation, and enhance the skills of employees. For quality circles to be successful, management must support the philosophy of participatory decision-making and employees must receive proper training in the concepts and processes involved.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
The document defines poka-yoke as a Japanese term meaning "mistake-proofing" and discusses its use in manufacturing to eliminate defects. Poka-yoke aims to prevent human errors by making processes foolproof through simple mechanisms that detect and correct mistakes. The document outlines principles of mistake-proofing, types of poka-yoke devices, and how poka-yoke can be implemented at different stages of production to catch errors early.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
Quality circles originated in Japan in the 1960s and involve voluntary groups of employees who meet regularly to identify, analyze, and solve work-related problems. By the 1970s, quality circles had spread widely in Japan with over 1 million circles and 10 million participating employees. While also gaining popularity in other East Asian countries, quality circles were not as successfully implemented in the United States. Quality circles can help improve quality, productivity, motivation and develop employee skills through participation and problem solving. They utilize various tools like fishbone diagrams and involve members, leaders, facilitators and steering committees.
The document outlines a 12-step problem solving methodology for quality circles. The steps include: 1) identifying and categorizing problems, 2) selecting problems, 3) defining the problem, 4) analyzing the problem, 5) identifying causes, 6) finding root causes, 7) data analysis, 8) developing solutions, 9) foreseeing resistance, 10) trial implementation, 11) regular implementation, and 12) follow-up and review. Various tools like flow diagrams, brainstorming, data collection, graphs and charts are recommended across multiple steps to systematically analyze problems, develop and test solutions, and ensure improvements are sustained. Not all steps may apply to every problem.
This document provides information about Ishikawa diagrams, also known as fishbone diagrams or cause-and-effect diagrams. It discusses how Kaoru Ishikawa developed these diagrams to help identify root causes of quality problems. The document outlines the key components and objectives of an Ishikawa diagram, including determining root causes, focusing on a specific issue, and showing relationships between various factors influencing a problem. It also provides examples of categories that can be used in an Ishikawa diagram and the benefits of using this tool for problem analysis and driving continuous process improvement.
Quality circles originated in Japan as a way to improve quality and productivity by empowering employees. Quality circles involve small voluntary groups of 6-12 employees who meet regularly to identify and solve work-related problems using proven techniques. The objectives are to develop a problem-solving culture, improve teamwork and motivation, and enhance the skills of employees. For quality circles to be successful, management must support the philosophy of participatory decision-making and employees must receive proper training in the concepts and processes involved.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
The document defines poka-yoke as a Japanese term meaning "mistake-proofing" and discusses its use in manufacturing to eliminate defects. Poka-yoke aims to prevent human errors by making processes foolproof through simple mechanisms that detect and correct mistakes. The document outlines principles of mistake-proofing, types of poka-yoke devices, and how poka-yoke can be implemented at different stages of production to catch errors early.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
Quality circles originated in Japan in the 1960s and involve voluntary groups of employees who meet regularly to identify, analyze, and solve work-related problems. By the 1970s, quality circles had spread widely in Japan with over 1 million circles and 10 million participating employees. While also gaining popularity in other East Asian countries, quality circles were not as successfully implemented in the United States. Quality circles can help improve quality, productivity, motivation and develop employee skills through participation and problem solving. They utilize various tools like fishbone diagrams and involve members, leaders, facilitators and steering committees.
The document outlines a 12-step problem solving methodology for quality circles. The steps include: 1) identifying and categorizing problems, 2) selecting problems, 3) defining the problem, 4) analyzing the problem, 5) identifying causes, 6) finding root causes, 7) data analysis, 8) developing solutions, 9) foreseeing resistance, 10) trial implementation, 11) regular implementation, and 12) follow-up and review. Various tools like flow diagrams, brainstorming, data collection, graphs and charts are recommended across multiple steps to systematically analyze problems, develop and test solutions, and ensure improvements are sustained. Not all steps may apply to every problem.
This document provides information about Ishikawa diagrams, also known as fishbone diagrams or cause-and-effect diagrams. It discusses how Kaoru Ishikawa developed these diagrams to help identify root causes of quality problems. The document outlines the key components and objectives of an Ishikawa diagram, including determining root causes, focusing on a specific issue, and showing relationships between various factors influencing a problem. It also provides examples of categories that can be used in an Ishikawa diagram and the benefits of using this tool for problem analysis and driving continuous process improvement.
This document discusses Quality Control (QC) Circles, which are small groups of employees who meet regularly to discuss work-related problems, investigate causes, recommend solutions, and take corrective actions. It provides details on the objectives, structure, roles, and process of QC Circles. The key points are:
1) QC Circles aim to improve quality, productivity, safety and reduce costs by empowering employees to use their creativity and wisdom.
2) They are composed of a steering committee (management), facilitator, leader, and 4-5 member teams who work to identify and solve issues using a structured problem-solving process.
3) The roles of each member are defined, with
This document provides an overview and instructions for using the 7 Quality Control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. It describes the objective, rules, background and importance of each tool. For each tool, it addresses the purpose, when to use it, procedure, and benefits. The overall goal is to present these tools to address problem solving and quality improvement through structured data collection and analysis.
Quality Guru Philip B. Crosby’sManagement PrinciplesHarishankar Sahu
Philip B. Crosby was an American quality management expert known for developing the concepts of "quality is free" and "zero defects". His 14 steps for quality improvement process focused on prevention over inspection and getting quality right the first time. An example described how a factory manager in China successfully turned around a struggling factory by following Crosby's approach of engaging workers to identify and fix faulty processes, implementing training programs, and focusing on customer needs over blame. This led to over $600,000 in annual savings and improved the factory's performance.
1. Quality circles are voluntary groups of 8-10 employees and supervisors that work on continuous process improvement in an organization.
2. Quality circles were first developed in Japan in the 1960s and have since spread to over 50 countries.
3. Advantages of quality circles include improving organization morale, promoting effective teamwork, personal development, cost reduction, and increasing employee motivation.
Quality circle content and implementationJefin Joseph
Professor Kaoru Ishikawa is known as the "Father of quality circles" for launching Japan's quality movement in the 1960s. Quality circles involve small groups voluntarily working to improve quality within their workshops using quality control techniques. The structure of quality circles programs typically involve top management establishing policies, an executive committee to approve programs, a steering committee to provide guidance, and facilitators to train members and coordinate circles. Effective quality circles rely on clear goals, leadership, problem-solving methods, and developing teamwork skills among members.
The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the country was undergoing major quality revolution and had become a mandatory topic as part of Japanese’s industrial training program. These tools which comprised of simple graphical and statistical techniques were helpful in solving critical quality related issues. These tools were often referred as Seven Basics Tools of Quality because these tools could be implemented by any person with very basic training in statistics and were simple to apply to solve quality-related complex issues.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
Failure modes and effects analysis also documents current knowledge and actions about the risks of failures, for use in continuous improvement. FMEA is used during design to prevent failures. Later it’s used for control, before and during ongoing operation of the process. Ideally, FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service.
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
This document provides an overview of continuous process improvement strategies and tools. It discusses that continuous process improvement is built on the concept that processes can always be improved to better meet customer needs. The document then summarizes the Juran Trilogy model of quality planning, quality control, and quality improvement. Additional sections describe tools like Kaizen, 5S, Six Sigma, and the PDSA cycle that are used to systematically improve processes on an ongoing basis.
This document discusses Poka-Yoke, a technique used to eliminate errors in manufacturing processes. Poka-Yoke aims to make mistakes impossible by implementing fail-safe methods that detect or prevent errors. Examples provided include part locators that ensure correct placement, and sensors that check proper assembly sequences. The document outlines common sources of defects, importance of preventing errors, appropriate uses of Poka-Yoke, and methods like contact and counting techniques. Real-world examples demonstrate Poka-Yoke in everyday products and complex systems like submarines.
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work areas. The objectives are to change attitudes from not caring to caring about quality, promote self-development, build team spirit, and improve organizational culture. Benefits include improved employee-employer relationships, quality, efficiency, problem solving capabilities, and participation. Quality circles use techniques like brainstorming, data analysis, and cause-and-effect analysis. They can be applied in various organizations to solve work-related problems through group efforts.
Our Mission, Purpose & Calling: Assist in Creating Value For SocietyVinayak Kaujalgi
Our Mission, Purpose & calling is to assist in creating value for society. This presentation gives a very high-level view of the road-map that we have set out for ourselves. Articulated road-map will come up as we take up various channels that we have put forth in our presentation
This is an overview on the organization andd function of the medical records department in a hospital. It would be of help to administrators and planners, as well as for teachers.
This document discusses Quality Control (QC) Circles, which are small groups of employees who meet regularly to discuss work-related problems, investigate causes, recommend solutions, and take corrective actions. It provides details on the objectives, structure, roles, and process of QC Circles. The key points are:
1) QC Circles aim to improve quality, productivity, safety and reduce costs by empowering employees to use their creativity and wisdom.
2) They are composed of a steering committee (management), facilitator, leader, and 4-5 member teams who work to identify and solve issues using a structured problem-solving process.
3) The roles of each member are defined, with
This document provides an overview and instructions for using the 7 Quality Control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. It describes the objective, rules, background and importance of each tool. For each tool, it addresses the purpose, when to use it, procedure, and benefits. The overall goal is to present these tools to address problem solving and quality improvement through structured data collection and analysis.
Quality Guru Philip B. Crosby’sManagement PrinciplesHarishankar Sahu
Philip B. Crosby was an American quality management expert known for developing the concepts of "quality is free" and "zero defects". His 14 steps for quality improvement process focused on prevention over inspection and getting quality right the first time. An example described how a factory manager in China successfully turned around a struggling factory by following Crosby's approach of engaging workers to identify and fix faulty processes, implementing training programs, and focusing on customer needs over blame. This led to over $600,000 in annual savings and improved the factory's performance.
1. Quality circles are voluntary groups of 8-10 employees and supervisors that work on continuous process improvement in an organization.
2. Quality circles were first developed in Japan in the 1960s and have since spread to over 50 countries.
3. Advantages of quality circles include improving organization morale, promoting effective teamwork, personal development, cost reduction, and increasing employee motivation.
Quality circle content and implementationJefin Joseph
Professor Kaoru Ishikawa is known as the "Father of quality circles" for launching Japan's quality movement in the 1960s. Quality circles involve small groups voluntarily working to improve quality within their workshops using quality control techniques. The structure of quality circles programs typically involve top management establishing policies, an executive committee to approve programs, a steering committee to provide guidance, and facilitators to train members and coordinate circles. Effective quality circles rely on clear goals, leadership, problem-solving methods, and developing teamwork skills among members.
The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the country was undergoing major quality revolution and had become a mandatory topic as part of Japanese’s industrial training program. These tools which comprised of simple graphical and statistical techniques were helpful in solving critical quality related issues. These tools were often referred as Seven Basics Tools of Quality because these tools could be implemented by any person with very basic training in statistics and were simple to apply to solve quality-related complex issues.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
Failure modes and effects analysis also documents current knowledge and actions about the risks of failures, for use in continuous improvement. FMEA is used during design to prevent failures. Later it’s used for control, before and during ongoing operation of the process. Ideally, FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service.
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
This document provides an overview of continuous process improvement strategies and tools. It discusses that continuous process improvement is built on the concept that processes can always be improved to better meet customer needs. The document then summarizes the Juran Trilogy model of quality planning, quality control, and quality improvement. Additional sections describe tools like Kaizen, 5S, Six Sigma, and the PDSA cycle that are used to systematically improve processes on an ongoing basis.
This document discusses Poka-Yoke, a technique used to eliminate errors in manufacturing processes. Poka-Yoke aims to make mistakes impossible by implementing fail-safe methods that detect or prevent errors. Examples provided include part locators that ensure correct placement, and sensors that check proper assembly sequences. The document outlines common sources of defects, importance of preventing errors, appropriate uses of Poka-Yoke, and methods like contact and counting techniques. Real-world examples demonstrate Poka-Yoke in everyday products and complex systems like submarines.
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work areas. The objectives are to change attitudes from not caring to caring about quality, promote self-development, build team spirit, and improve organizational culture. Benefits include improved employee-employer relationships, quality, efficiency, problem solving capabilities, and participation. Quality circles use techniques like brainstorming, data analysis, and cause-and-effect analysis. They can be applied in various organizations to solve work-related problems through group efforts.
Our Mission, Purpose & Calling: Assist in Creating Value For SocietyVinayak Kaujalgi
Our Mission, Purpose & calling is to assist in creating value for society. This presentation gives a very high-level view of the road-map that we have set out for ourselves. Articulated road-map will come up as we take up various channels that we have put forth in our presentation
This is an overview on the organization andd function of the medical records department in a hospital. It would be of help to administrators and planners, as well as for teachers.
The document provides a performance report and statistics for the medical record section (MRS) of JPNATC-AIIMS for the calendar years 2012 and 2011. It includes summaries of total beds, casualty cases, OPD cases, admissions, operations, discharges, deaths, occupancy rates, and comparisons between 2012 and 2011 data. Key findings are that the gross death rate decreased from 19% to 7%, net death rate decreased from 10% to 7%, and bed occupancy rate increased from 78% to 86% from 2011 to 2012. Suggestions are also provided to address space issues, staff shortages, and improve processes.
Medical audit is a systematic evaluation of medical care to improve patient outcomes. It involves reviewing medical records against criteria to identify areas for improvement. The key aspects that can be audited include structure, processes, and outcomes of care. Medical audit aims to ensure best possible care, evidence-based practice, and implementation of initiatives. It benefits patients through reduced suffering and ensures safety. Hospitals should establish medical audit committees and collect data to facilitate the audit process. Audits help practitioners identify weaknesses and make corrections to enhance quality of care.
Medical Records is a foremost important in the healthcare accreditation bodies like JCI,NABH are very adherent about its documentation,retention and confidentiality.
The document provides information on medical records including what they are, their components, functions of the medical record department, and processes for receiving, retrieving, completing, and releasing medical records. Some key points:
- Medical records chronicle a patient's medical history and care, including notes, test results, reports, and other documentation entered by healthcare professionals over time.
- Records are used for documenting treatment, communication between providers, collecting health statistics, and legal/insurance matters.
- The medical record department is responsible for filing, retrieving, completing, coding, and evaluating medical records as well as compiling statistics.
- Strict processes are followed for receiving records at discharge or death, retrieving records for care or authorized
This document discusses medical audits and provides information on various types of audits including internal and external audits, managerial/organizational audits, medical/clinical audits, and financial audits. It explains the need for audits to maintain safety, quality, reputation and funding. The document outlines the six stages of clinical audits including preparing, selecting criteria, measuring performance, making improvements, sustaining improvements, and re-auditing. Methods used in audits like direct observation, checklists, documentation reviews, questionnaires and interviews are also mentioned.
Philosophy and Social Media 5: Swarm RevolutionsTimothy Rayner
This document discusses the debate between Malcolm Gladwell and Clay Shirky about the impact of social media on social change. While Gladwell argued that social media only enables weak ties that cannot drive real change, Shirky countered that committed groups can use social media effectively to coordinate protests and activism. The document also examines how social media helped coordinate protests like Occupy Wall Street and enabled new forms of social capital and collaborative consumption. Finally, it contrasts Hobbes' view of societies formed through a fear-based social contract, with Spinoza's perspective of multitudes collaborating through social capital and mutual benefit.
The document discusses several innovative trends in human resource management, including managing creativity, virtual teams, and happiness in the workplace. It also covers issues like moonlighting, aging workforces, and how the Beijing Olympics aligned its HRM strategies with its goals of promoting a positive image and protecting migrant workers. The document provides strategies for HR professionals to address challenges with virtual teams, moonlighting employees, and creating happy, engaged workforces.
Gandhi developed a political philosophy based on the principles of truth, non-violence, and purity. He advocated for a decentralized "true democracy" with self-sufficient small communities, equal rights and justice for all, economic equality, and non-violent protest against injustice. Gandhi criticized Western democracies and capitalism as exploitative, instead promoting self-rule through moral individual and societal development.
The document discusses Human Resource Information Systems (HRIS). It defines HRIS and explains their purpose is to systematically store employee data to aid HR planning, decision making, and reporting. It outlines key HRIS applications like personnel administration, salary administration, and leave tracking. The benefits of HRIS are also summarized, such as faster data retrieval, reduced costs, improved analysis and decision making. Potential barriers to implementing HRIS are also mentioned such as lack of management commitment and proper needs analysis. Finally, examples of common HRIS software solutions are provided.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
HRIS is a systematic way to store employee data and information to aid in planning, decision making, and reporting. It provides a basis for human resource functions like personnel administration, salary administration, and performance appraisal. HRIS allows for higher speed and accuracy of data retrieval and processing, better analysis and more effective decision making. However, it also has drawbacks like high costs and potential threats to employees. Proper needs analysis and communication are important for successful implementation.
This document provides an overview of Buddhism, including its origins in India, main teachings, symbols, practices, and challenges. It discusses the life of the Buddha, the Four Noble Truths and Eightfold Path, concepts of reincarnation, karma, and anatta (no self). Theravada, Mahayana, and Vajrayana traditions are described. Countries with the largest Buddhist populations are listed.
Total Quality Management from an HR perspective discusses key aspects of a quality policy, elements of TQM, and how HR plays a role in quality. A quality policy outlines organizational structure, identifying customer needs, resource allocation, supplier standards, and staff development. TQM is a strategy and discourse that improves competitiveness through individual involvement in continuous improvement. It also requires a culture change through policy commitment, process reevaluation, and quality improvement teams. HR ensures quality in contracting and service delivery through clear specifications and conformance measurement.
Mohandas Gandhi was born in 1869 in Porbandar, India to a Hindu family. His father was the prime minister of the local region under British rule. Gandhi went on to become a major political and spiritual leader who led the Indian independence movement against British rule through nonviolent civil disobedience.
Gandhi was born in 1869 in India and led the Indian independence movement against British rule through non-violent civil disobedience and peaceful protests. He developed the principles of satyagraha (non-violent resistance) and ahimsa (non-violence) influenced by Hinduism and Jainism. After experiencing discrimination in South Africa, he returned to India and organized nationwide non-cooperation campaigns against the British which culminated in India's independence in 1947. Gandhi is revered as the "Father of the Nation" in India for his pivotal role in the independence movement through non-violent means.
This document provides an overview of Total Quality Management (TQM). It defines TQM as a management approach focused on long-term customer satisfaction through organizational participation and process improvement. The document outlines the principles, evolution over time, elements, and advantages/disadvantages of TQM. It describes TQM as having a foundation of ethics, integrity and trust, with "bricks" of training, teamwork, leadership and communication, held together by communication, leading to the "roof" of recognition.
Natak Credits:
Writer: prashant janardan katkar
Cast: Shahir Sadashiv Bhishe, Ramesh Parse, Datta Shinde,
Synopsis
Based on the life and achievements of Mahatma Jyotiba Phule and his wife Savitribai, this is a socio-political and historical play. Noteworthy about the play is that most actors in it are cleaners of the Pune Municipal Corporation. Although the play has a serious tone, it is presented in the most entertaining manner by incorporating elements of song, dance and drama in it. Mahatma Phule was a social reformer transcending many social barriers of caste and gender. He and his wife initiated education programmes for women and the untouchables. The Phule couple also fought for the rights of workers and farmers. In the contemporary times of social intolerance, farmer suicides and female foeticide, the play becomes more relevant than ever.
Quality circles are small voluntary groups of employees that meet regularly to identify and solve work-related problems. The document discusses the history, definition, objectives, process and techniques of quality circles. It provides examples of how quality circles were implemented in a university workshop to reduce material waste and improve relationships. Analysis methods like Pareto diagrams, fishbone diagrams and charts were used to identify causes of waste. The quality circle approach led to cost savings, better teamwork and empowerment of employees to improve quality.
Quality circles are voluntary groups of employees led by a supervisor that are trained to identify, analyze, and solve work-related problems to improve organizational performance. They meet regularly to select problems, analyze causes, generate solutions, and present recommendations to management. Quality circles aim to improve product quality, productivity, occupational safety and health, and enrich employees' work by treating workers as valuable human resources and fostering participation and problem-solving. When successfully implemented with management support, quality circles can develop leadership and teamwork while increasing motivation, morale, and upward information flow in an organization.
Quality circles are voluntary groups of workers that meet regularly to identify, analyze, and solve work-related problems in order to improve performance. They aim to develop workers' skills and a sense of teamwork while enriching jobs. Quality circles go through a process where they select problems, analyze causes, generate solutions, and present their recommended solution to management for potential implementation. They can benefit organizations by developing leadership, improving morale, boosting quality and productivity, and strengthening communication between workers and management. However, they require strong management support to avoid issues like unrealistic expectations, lack of training, and failure to implement solutions.
Quality circles are small voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. Their goal is to improve quality, productivity, and efficiency. Quality circles enable employees to utilize their skills and expertise to tackle challenges. They are a form of participatory management that also aims to develop human resources and utilize problem-solving techniques.
This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements in their work area. The document then discusses the history and origins of quality circles in Japan after World War II. It provides characteristics of quality circles and explains their objectives, how they work, and basic problem solving techniques used. The document also outlines advantages and limitations of quality circles and includes a case study example of a quality circle implemented in an organization.
Quality Circles are small groups of employees that voluntarily meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, and morale. Quality Circles utilize people's potential for improvement and create an environment that stimulates commitment to excellence. They follow a structured problem-solving process that involves identifying issues, analyzing causes, generating solutions, implementing the best solution, and presenting results to management.
Quality Circles are small groups of employees who voluntarily meet regularly to identify, analyze, and provide solutions to work-related problems. The goals of Quality Circles include improving quality, productivity, and morale. They utilize techniques like brainstorming, control charts, flowcharts and checksheets to solve problems. Quality Circles require management support, appropriate training, and well-defined roles for leaders, facilitators, coordinators and members. Organizations that have implemented Quality Circles successfully include Xerox, United Airlines, and BHEL in India. Quality Circles provide both tangible benefits like cost savings and quality improvements as well as intangible benefits such as increased motivation, skills development and better communication.
This document provides an overview of quality circles and their implementation. Some key points:
1. Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems and recommend solutions to management.
2. They originated in Japan after World War II to improve productivity and quality standards. Their use spread globally as an effective participative management technique.
3. Examples of quality circle implementations are provided for organizations like the Public Works Department of Maharashtra government, Tata Memorial Hospital, Toyota, and Vodafone.
This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements using problem-solving techniques. It discusses the genesis of quality circles in Japan after World War 2 and their focus on quality improvement. The document outlines the objectives, characteristics, advantages and limitations of quality circles. It also describes the typical process that quality circles use to identify, analyze and solve problems. Finally, it includes a case study example of a quality circle formed to address material waste issues in a workshop.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Quality circles use various problem-solving techniques like brainstorming, cause-and-effect diagrams, check sheets, and histograms. Their goals are to continuously improve processes and involve employees in decision making. Quality circles originated in Japan in the 1960s and were introduced to other countries later.
The document discusses human resource development and quality circles. It defines quality circles as small voluntary groups of employees that meet regularly to identify and solve work-related problems. The goals are to improve quality, productivity, and employee satisfaction. Quality circles have been successfully implemented in many Indian companies like BHEL and Hero Honda. They have led to benefits like reduced costs, defects, and improved processes, teamwork, and problem-solving skills. The key requirements for success include support from top management and a cooperative workplace culture where employees feel empowered to contribute to organizational improvement.
quality circle ppt
uality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number.
Quality circles are voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. They were first established in Japan in 1962 and aim to improve quality and productivity through employee participation. Quality circles typically have a structure that includes a steering committee, coordinator, facilitator, circle leader, and members. They use various problem-solving techniques like brainstorming, cause-and-effect diagrams, and data analysis to identify issues, generate solutions, and implement approved changes. When properly implemented, quality circles can increase productivity, quality, and employee morale.
Quality Circles are small groups of employees that voluntarily meet together regularly to identify improvements in their work areas. They originated in Japan as a way to improve quality and productivity by developing employee skills and involving them in decision-making. Quality Circles aim to change attitudes from "I don't care" to "I do care" through participation, teamwork, and problem-solving. They benefit organizations by increasing productivity and quality, boosting employee morale, and developing a more positive organizational culture through total employee involvement. However, Quality Circles may not be effective if not implemented properly, such as with inadequate training, an unclear purpose, or lack of management support.
Quality circles are voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. They were first established in Japan in 1962 and aim to improve quality and productivity through employee participation. Quality circles typically have a structure that includes a steering committee, coordinator, facilitator, and circle members. They use various problem-solving techniques like brainstorming, cause-and-effect analysis, and data collection/analysis to identify issues, generate solutions, and implement approved changes. When properly implemented, quality circles can increase productivity, quality, and employee morale.
Quality Circles began in Japan in 1962 as a way to improve quality and productivity by tapping into workers' creativity. A Quality Circle is a voluntary group of employees who meet regularly to discuss work-related issues and offer suggestions for improvements. The goal is to increase employee participation and motivation by giving them input into production processes. Quality Circles benefit companies by promoting self-development, teamwork, improved performance, and higher morale.
Quality Circles began in Japan in 1962 as a way to improve quality and productivity by tapping into workers' creativity. A Quality Circle is a voluntary group of employees who meet regularly to discuss work-related issues and offer suggestions for improvements. Implemented correctly, Quality Circles can help businesses reduce costs, increase productivity, and improve employee morale by valuing workers' input and participation in decision-making.
Quality circles are small voluntary groups of employees that meet regularly to identify, analyze, and resolve work-related problems. This leads to improved performance and a better work life. Quality circles typically have 8-10 members from the same work area who brainstorm issues and prioritize resolving them. The goal is to improve quality, reduce costs, and enrich the work experience through problem solving, communication and developing employee skills. Quality circles originated in Japan in the 1950s and spread internationally as a participatory management and problem solving technique.
Participative quality management is a process that empowers employees and moves from a bureaucratic structure to a self-managed structure to deliver quality and customer satisfaction. It requires forming teams to unite, cooperate, and create synergies to solve problems. Skills like communication, conflict resolution, and flexibility are required for participative quality management. Employees who are close to customers and delivery processes are best able to improve satisfaction by knowing where problems lie.
Quality circles involve small groups of 6-12 employees who voluntarily meet regularly to identify improvements in their work area. The goals are to improve quality of work life through problem solving, develop teamwork, and increase employee involvement and motivation. Quality circles follow a structured process that involves identifying problems, analyzing causes, generating solutions, selecting the best solution, creating an action plan, and presenting to management for approval and implementation. Training is provided to employees and management on the quality circle process. Quality circles can be implemented in a variety of organizations to solve work-related problems through group participation.
2. Quality Circle -A way to Quality
Improvement
INTRODUCTION
People are the greatest assets of an
organization, because, through people all other
resources are converted into utilities. However,
management of ‘People Resources’ has always been
a vexed problem ever since the beginning of
organized human activities. A number of
managerial responses have been developed to
answer this question.
3. DEFINITION
Quality Circle is a small group of 6 to 12 employees
doing similar work who voluntarily meet together
on a regular basis to identify improvements in their
respective work areas using various techniques for
analyzing and solving work related problems
coming in the way of achieving and sustaining
excellence leading to mutual upliftment of
employees as well as the organization. It is "a way
of capturing the creative and innovative power that
lies within the work force“
4. GENESIS OF QUALITY CIRCLES
After the Second World War Japanese economy was in
the doldrums, Americans decided to help Japan in
improving the quality standards of their products.
General Douglas Mac Arthur who, at that time, was the
commander of the occupational forces in Japan took up
the task of imparting quality awareness among Japanese
to help them improve their products and the reliability of
manufacturing systems including men, machine and
materials. Thus, by 1975, they were topping the world in
quality and productivity. This astonishing and unique
achievement in modern history became an eye – opener
to the world. Industrialists and politicians from all over
the world started visiting Japan to know how they have
achieved such magical results in such a short span. The
answer to this was painstaking and persevering efforts of
the Japanese leaders and workers and the development
and growth of the philosophy of small working groups.
5. Characteristics of Quality Circle
Quality circle are small primary groups of employee
whose lower limit is three and upper limit twelve.
The membership of quality circle is most voluntary .
Each circle is lead by area supervisor .
The member meet regularly every week or according
to an agreed schedule.
The circle members are specially trained in
techniques of analysis and problem solving.
The basic role of circles to identify and solve work
related problems for improving quality and
productivity.
Quality circle enable their member to exercise their
hidden talents for tackling challenging tasks.
6. CONCEPT
The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human
being, as someone who willingly activates on his job,
intelligence, experience, attitude and feelings. It is
based upon the human resource management
considered as one of the key factors in the
improvement of product quality & productivity.
Quality Circle concept has three 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.
7. OBJECTIVE
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From "I don’t care" to "I do care"
Continuous improvement in quality of work life
through humanization of work
b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills.
c) Development of Team Spirit
Eliminate inter departmental conflicts.
d) Improved Organizational Culture
Positive working environment.
Higher motivational level.
8. How Do Quality Circles Work?
All members of a Circle need to receive training
Members need to be empowered
Members need to have the support of Senior
Management
Characteristics
◦ Volunteers
◦ Set Rules and Priorities
◦ Decisions made by Consensus
◦ Use of organized approaches to Problem-
Solving
9. The Japanese description of the
effectiveness of a quality circle is
expressed as:
It is better for one hundred people to take one step
than for one person to take a hundred
10. Who works for Quality
Circles?
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-ordinator: He may be a Personnel or
Administrative officer who co-ordinates and
supervises the work of the facilitators and
administers the program.
12. .
Who works for Quality Circles?
Cont….
Circle leader : Circle leader may be from lowest
level supervisors. A circle leader organize and
conduct circle activities.
Circle members : They may be staff workers.
Without circle members the program cannot exist.
They are the lifeblood of quality circles. They should
attend all meetings as far as possible, offer
suggestions and ideas, participate actively in group
process.The roles of Steering Committee and Circle
members are well defined.
13. Limitations:
The overall productivity may decrease initially.
A large investment and time is required for a
concept that is essentially new .
The chances of error increase initially .
After circle implementation a period of confusion
may arise. This is because people experiment
with new ideas , new skill and new roll.
14. PROCESS OF OPERATION
1- Problem identification: Identify a number of
problems.
2- Problem selection : Decide the priority and select
the problem to be taken up first.
3- Problem Analysis : Problem is clarified and
analyzed by basic problem solving methods.
4- Generate alternative solutions : Identify and
evaluate causes and generate number of possible
alternative solutions.
5- Select the most appropriate solution : Discuss and
evaluate the alternative solutions by comparisons.
This enables to select the most appropriate solution
15. PROCESS OF OPERATION
cont….
6- Prepare plan of action : Prepare plan of action
for converting the solution into reality which
includes the considerations "who, what, when,
where, why and how" of solving problems.
7 -Present solution to management circle:
Members present solution to management fore
approval.
8- Implementation of solution : The management
evaluates the recommended solution. Then it is
tested and if successful, implemented on a full
scale .
16. BASIC PROBLEM SOLVING
TECHNIQUES
The following techniques are most commonly
used to analyze and solve work related
problems.
lBrain storming
lPareto analysis
l Cause & Effect Analysis
l Data Collection & Analysis
17. Problems with Quality Circles
Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to make
decisions
18. Formation of Quality Circle
The quality circle under consideration has a leader, a
facilitator, a coordinator and four members. The
object of the present quality circle is ‘reduction of
material wastage’. This problem was so chosen for
solution because of following facts :
a) Whether there was any reduction in material
wastage.
b) Whether there were any saving and financial
losses that should be minimized.
c) Whether it had any effect on the working of the
workers and relationship between workman and
management.
19. Structure of Quality Circle
Top
Management
Steering
committee
Co-ordinator
Facilitator
Leader
Members
Non Qc - Members
20. DISCUSSION AND
CONCLUSION
Following observation were achieved after
implementation of quality circle.
Improvement of internal personal relationship
Self-confidence was developed in solving more
complex problem related to production.
A good teamwork was achieved among the
workman
Material wastage was minimized as a result
heavy monetary gain was obtained.
21. DISCUSSION AND
CONCLUSION cont…
Table 4 shows a percentage of contribution of
various factors that led to material loss in the given
order.
The various reason or causes of each factor were
determined and shown in Ishikawa diagram
(Fishbone diagram).
The causes and effect were obtained by calling
various quality circle meetings (ten) through
brainstorming session and discussion. And hence
these factors led to the result of the present study
in the following order:
Man, Machine, Method, Material
22. DISCUSSION AND
CONCLUSION cont…
Quality Circles are not limited to
manufacturing firms only.
They are applicable for variety of
organizations where there is scope for group
based solution of work related problems.
Quality Circles are relevant for factories, firms,
schools, hospitals, universities, research
institutes, banks, government offices etc.
23. DISCUSSION AND
CONCLUSION cont…
Further this quality circle approach for quality
improvement in University Polytechnic workshop
may bring new dimension, shifting dependence for
decisions and actions towards existing system.
This change revealed that quest for quality service
is in the hand of all employees.
The sustenance of success will lead to total quality
improvement emerging as a centre of excellence of
its own in any small enterprise.
28. References
Statistical Quality Control : M.Mahajan
Employer-Employee Based Quality Circles in
Japan: Human Resource Policy Implications for
American Firms Author(s): George Munchus, III
Quality Circle as an Effective Management Tool
:A Case Study of Indira College of Engineering
& Management Library