The Quality Circle "OMKAR" identified that observation memos from construction project inspections were often delayed, defeating their purpose, and solved this problem through identifying root causes and implementing foolproof solutions. This improved work quality and brightened the department's image while also benefiting employees through skills growth, work flexibility, teamwork opportunities, and motivation to improve work culture, self-improvement, and creativity. Another Quality Circle reduced accidents on a highway connecting New Mumbai by analyzing accident data, identifying causes, and implementing solutions like lane markings and signage that eliminated accidents at targeted locations.
Quality Circle .pptx subject is total quality management in mechanical engine...anveskhan30
Its a PDF of quality cirle. It's a chapter in the subject of total quality management in mechanical engineering department. I'm not sure if I can make it to the meeting tonight but I will be there 😊. However I am not sure if I can make it to the meeting tonight but I will be there.
Why you don't understand how to nhi hai sir please send the address of Twin to get the kids together for the next few days.
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 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 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.
Quality circles are small groups of employees who voluntarily meet regularly to improve work processes and quality. The key goals of quality circles are to enhance organizational performance by improving quality, productivity, and reducing costs through identifying and resolving work-related problems. The quality circle process involves defining a problem, analyzing causes, generating solutions, testing solutions, implementing solutions, and evaluating results. Quality circles provide benefits such as increased job satisfaction, improved communication and problem-solving skills for both employees and management.
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.
This document provides an overview of quality circles, including:
- A definition of quality circles as volunteer groups that identify and solve work-related problems to improve organizational performance.
- A brief history noting their creation in Japan in 1962 and later spread internationally.
- An explanation of the need for quality circles to improve efficiency and customer satisfaction in both public and private sectors.
- Details on the typical structure of quality circles including roles for members, leaders, facilitators, coordinators, and management oversight.
- The process quality circles follow including problem identification, analysis, solution selection, and presenting recommendations to management.
- Potential benefits like reduced errors, improved teamwork and communication, and cost reductions
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 Circle .pptx subject is total quality management in mechanical engine...anveskhan30
Its a PDF of quality cirle. It's a chapter in the subject of total quality management in mechanical engineering department. I'm not sure if I can make it to the meeting tonight but I will be there 😊. However I am not sure if I can make it to the meeting tonight but I will be there.
Why you don't understand how to nhi hai sir please send the address of Twin to get the kids together for the next few days.
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 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 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.
Quality circles are small groups of employees who voluntarily meet regularly to improve work processes and quality. The key goals of quality circles are to enhance organizational performance by improving quality, productivity, and reducing costs through identifying and resolving work-related problems. The quality circle process involves defining a problem, analyzing causes, generating solutions, testing solutions, implementing solutions, and evaluating results. Quality circles provide benefits such as increased job satisfaction, improved communication and problem-solving skills for both employees and management.
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.
This document provides an overview of quality circles, including:
- A definition of quality circles as volunteer groups that identify and solve work-related problems to improve organizational performance.
- A brief history noting their creation in Japan in 1962 and later spread internationally.
- An explanation of the need for quality circles to improve efficiency and customer satisfaction in both public and private sectors.
- Details on the typical structure of quality circles including roles for members, leaders, facilitators, coordinators, and management oversight.
- The process quality circles follow including problem identification, analysis, solution selection, and presenting recommendations to management.
- Potential benefits like reduced errors, improved teamwork and communication, and cost reductions
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.
The document discusses quality circles (QCs), including their definition, structure, roles, and process. QCs are small voluntary groups of employees who work to continuously improve quality, productivity, safety, and morale. The roles of coordinators, facilitators, leaders, and members are outlined. Steps for problem solving using QCs are also provided.
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 small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related issues. They were first established in Japan in 1962 and aim to improve quality, productivity, and employee participation. A quality circle typically consists of 4-5 employees from the same work area, led by a facilitator. They meet weekly to discuss problems, analyze root causes, develop countermeasures, and see them implemented. The success of quality circles depends on support from top management and participation from employees.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related issues. They were first established in Japan in 1962 and aim to improve quality, productivity, and employee participation. A quality circle typically consists of 4-5 employees from the same work area, and is led by a facilitator. The group meets regularly to solve problems through identifying causes and implementing solutions. When successfully implemented, quality circles can benefit an organization by improving employee motivation and productivity while reducing defects.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This involves taking a process apart and reassembling it to be more efficient. Kaizen focuses on gradual process improvements over time rather than short-term results. Management must support continuous improvement through maintenance to sustain current standards, and kaizen efforts to establish even higher standards. Visual controls like 5S help organize the workplace for efficiency and problem identification. Employee empowerment through a suggestion system is key to involving all staff in kaizen efforts.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
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.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
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.
PRESENTATION RELATED TO TRAINING AND DEVELOPMENT.pptxkk9971624
The document discusses training and development in organizations. It covers:
- The importance of socialization, training, and development in helping new employees adapt and become productive.
- The process of socialization and how it influences performance and stability.
- The purpose of new employee orientation, including introducing culture and building relationships.
- Methods of on-the-job and off-the-job training, as well as employee development techniques like job rotation.
- Organization development and change management methods like surveys and process consultation.
- The importance of evaluating training programs through performance-based measures.
Quality circles originated in Japan after World War 2 as a way to improve productivity and quality. They involve voluntary small groups of 5-15 employees from the same work area who meet weekly to identify and solve work-related problems. Key aspects of quality circles include being voluntary, participative, and having supportive management. The goals are to improve quality, productivity, performance and enrich the work life of employees. Setting up a quality circle program involves constituting a steering committee, selecting a coordinator, implementing the program, and monitoring progress.
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.
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 of work life aims to improve employee satisfaction and involvement by addressing factors like pay, benefits, job security, and empowerment. Quality circles are small voluntary groups that meet regularly to identify and solve work-related issues. They were created in Japan in 1962 and have since spread internationally. The stages of implementing quality circles include evaluating feasibility, creating awareness, planning circles, training leaders, adopting circles, and monitoring progress. Quality circles can boost morale, teamwork, problem-solving skills, and communication while reducing costs when implemented effectively. Potential limitations include integrating them into the existing organizational culture and motivating sustained participation.
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.
This document discusses change management and organizational change management. It defines change management as managing change in a planned and systematic way, while organizational change management refers to developing a planned approach to bring about change within an organization. The key objectives of organizational change management are to maximize collective benefits and minimize the risk of failure, mainly dealing with the human aspect of change. Change can be reactive, in response to external factors, or proactive by initiating internal change to achieve organizational goals. Principles of change management include involving people, understanding the current and desired future states, and planning and communicating changes.
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
7 QC Tools and Quality Circles (tai lieu tham khao)nguyenanvuong2007
The document provides information about quality circles (QC) and their implementation. Some key points:
- QC circles originated in Japan in 1962 and aim to improve quality of work and involve employees in problem-solving.
- They consist of volunteers who meet regularly to identify, analyze, and solve work-related problems. Circle members are responsible for total performance from problem identification to solution implementation.
- Meetings follow a structured approach where problems are chosen, analyzed, solutions proposed and presented to management. Implementation is monitored.
- Circles aim to improve quality of work life, ensure participation and consensus-based decision making. Training of members is important for the longevity of circles.
- Standard procedures are
The document provides guidance on establishing and maintaining an effective mentoring relationship. It defines mentoring and differentiates it from coaching. It outlines the qualities of a good mentor, including being approachable, supportive, and willing to learn. It also describes the skills needed, such as communication, broadening the mentee's horizons, and being a role model. The document then explains how a mentoring program works, highlighting the importance of establishing clear expectations, goals, and guidelines in the initial meetings. Potential pitfalls and outcomes of successful partnerships are also reviewed. Next steps outlined are for the mentor and mentee to arrange their first meeting and agree upon objectives and a timeline.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
The document discusses quality circles (QCs), including their definition, structure, roles, and process. QCs are small voluntary groups of employees who work to continuously improve quality, productivity, safety, and morale. The roles of coordinators, facilitators, leaders, and members are outlined. Steps for problem solving using QCs are also provided.
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 small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related issues. They were first established in Japan in 1962 and aim to improve quality, productivity, and employee participation. A quality circle typically consists of 4-5 employees from the same work area, led by a facilitator. They meet weekly to discuss problems, analyze root causes, develop countermeasures, and see them implemented. The success of quality circles depends on support from top management and participation from employees.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related issues. They were first established in Japan in 1962 and aim to improve quality, productivity, and employee participation. A quality circle typically consists of 4-5 employees from the same work area, and is led by a facilitator. The group meets regularly to solve problems through identifying causes and implementing solutions. When successfully implemented, quality circles can benefit an organization by improving employee motivation and productivity while reducing defects.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This involves taking a process apart and reassembling it to be more efficient. Kaizen focuses on gradual process improvements over time rather than short-term results. Management must support continuous improvement through maintenance to sustain current standards, and kaizen efforts to establish even higher standards. Visual controls like 5S help organize the workplace for efficiency and problem identification. Employee empowerment through a suggestion system is key to involving all staff in kaizen efforts.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
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.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
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.
PRESENTATION RELATED TO TRAINING AND DEVELOPMENT.pptxkk9971624
The document discusses training and development in organizations. It covers:
- The importance of socialization, training, and development in helping new employees adapt and become productive.
- The process of socialization and how it influences performance and stability.
- The purpose of new employee orientation, including introducing culture and building relationships.
- Methods of on-the-job and off-the-job training, as well as employee development techniques like job rotation.
- Organization development and change management methods like surveys and process consultation.
- The importance of evaluating training programs through performance-based measures.
Quality circles originated in Japan after World War 2 as a way to improve productivity and quality. They involve voluntary small groups of 5-15 employees from the same work area who meet weekly to identify and solve work-related problems. Key aspects of quality circles include being voluntary, participative, and having supportive management. The goals are to improve quality, productivity, performance and enrich the work life of employees. Setting up a quality circle program involves constituting a steering committee, selecting a coordinator, implementing the program, and monitoring progress.
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.
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 of work life aims to improve employee satisfaction and involvement by addressing factors like pay, benefits, job security, and empowerment. Quality circles are small voluntary groups that meet regularly to identify and solve work-related issues. They were created in Japan in 1962 and have since spread internationally. The stages of implementing quality circles include evaluating feasibility, creating awareness, planning circles, training leaders, adopting circles, and monitoring progress. Quality circles can boost morale, teamwork, problem-solving skills, and communication while reducing costs when implemented effectively. Potential limitations include integrating them into the existing organizational culture and motivating sustained participation.
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.
This document discusses change management and organizational change management. It defines change management as managing change in a planned and systematic way, while organizational change management refers to developing a planned approach to bring about change within an organization. The key objectives of organizational change management are to maximize collective benefits and minimize the risk of failure, mainly dealing with the human aspect of change. Change can be reactive, in response to external factors, or proactive by initiating internal change to achieve organizational goals. Principles of change management include involving people, understanding the current and desired future states, and planning and communicating changes.
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
7 QC Tools and Quality Circles (tai lieu tham khao)nguyenanvuong2007
The document provides information about quality circles (QC) and their implementation. Some key points:
- QC circles originated in Japan in 1962 and aim to improve quality of work and involve employees in problem-solving.
- They consist of volunteers who meet regularly to identify, analyze, and solve work-related problems. Circle members are responsible for total performance from problem identification to solution implementation.
- Meetings follow a structured approach where problems are chosen, analyzed, solutions proposed and presented to management. Implementation is monitored.
- Circles aim to improve quality of work life, ensure participation and consensus-based decision making. Training of members is important for the longevity of circles.
- Standard procedures are
The document provides guidance on establishing and maintaining an effective mentoring relationship. It defines mentoring and differentiates it from coaching. It outlines the qualities of a good mentor, including being approachable, supportive, and willing to learn. It also describes the skills needed, such as communication, broadening the mentee's horizons, and being a role model. The document then explains how a mentoring program works, highlighting the importance of establishing clear expectations, goals, and guidelines in the initial meetings. Potential pitfalls and outcomes of successful partnerships are also reviewed. Next steps outlined are for the mentor and mentee to arrange their first meeting and agree upon objectives and a timeline.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
2. Workforce in the organization who play an important role, in the
transformation of the organization, has to be associated closely
with the organization.
Participative methods in the workplace are one way to improve
both the work environment for employees and productivity &
quality for the organization.
The simple way to do this, is implementation of
“Quality Circle concepts in the organization”
The Need
3. Quality Circle
• This concept originated from Japan during 1960s.
• Dr. K. Ishikawa is the father of this concept.
• This concept is based on the assumption that:
- Employees are the expert in their work areas.
- The people who carry out the job every day are
qualified to identify areas for continuous improvements.
4. Who can implement this concept
• Any organization offering any type of goods or services.
• Besides manufacturing organisation,
- Banks.
- Offices.
- Software companies.
- Laboratories.
can also apply this concept successfully.
5. Philosophy
Quality circle is:
• people building
providing self-motivation, happiness in improving
environment without momentary benefits.
• a progressive attitude
on the part of management, their willingness to make
adjustments in their style and culture.
Contd…
6. Philosophy (contd…)
• Respecting people, which leads to success
which make decisions
concerning their work.
which makes capabilities
being looked as assets.
• Creating congenial work environment.
7. What is Quality Circle (QC) ?
Quality circle is
• A small group.
• Meets regularly.
• Identifies problem in their work area.
• Solves the problem.
• Makes continuous improvement.
8. Small Group
This small group carries on continuously as a part of company-
wide quality activities for :
• Self- development and mutual development,
• Control and improvement within the work areas,
• Utilization of quality control techniques with all the members
participating.
9. Quality Circle is VOLUNTARY
• Forms voluntarily.
• Meets voluntarily.
• Identifies problems voluntarily.
• Selects problems voluntarily.
• Analyse problem voluntarily.
• Resolves problems voluntarily.
All activities are done voluntarily.
10. Why Quality Circles ?
• To achieve continuous improvement and development of/in
the organization.
• To respect humanity and build a learning workshop
(organization) which is meaningful to work in.
• To catalyze attitudinal changes.
• To Reduce defects/ pitfalls/ problems and to improve
quality.
11. Objectives
• To create job satisfaction.
• To improve capabilities of individuals by self development.
• To inculcate a feelings of team work and team building.
• To Improve management - employee relationship.
• To encourage the employees for participative cost
reduction.
12. Quality circle is not
• Suggestion scheme.
• Quality control.
• Task force or a committee.
• Solution for personal problems.
• Demand Scheme.
• Solution to all problems.
• For monetary benefit.
• A short term project.
13. Journey of a Quality circle
Implementation and standardization
of the changes.
Making a presentation to the top
management and get concurrence.
Checking results.
Trial of countermeasure.
Foreseeing the probable resistance.
Determination of the root causes of the problem.
Determination of target.
Collection of data on selected problem and Analysis.
Preparation of Activity Plan.
Registration of QC with the coordinator.
Identification and selection of problem.
Circle formation (Team selection).
14. Structure of Quality Circle
Organization structure consisting of Top management, steering
committee, leaders and members.
Top Management (Corporate coordinator)
QC
Leader
Members
Department level
Steering committee
15. Introduction of QC
concept in the organization
• Conduct conceptual training programmes to Top management.
• Select Managers/ Leaders/ Coordinators from all departments
• Conduct special/ detailed training programmes.
• Conduct a preliminary survey in the organization about the QC
concept.
• Discuss the findings with the top management and make
strategy accordingly.
• Conduct awareness programme to all employees on QC concept.
• Start the first QC at the managerial level to set a precedent.
16. How QC works?
• Cannot be large
- no time to participate,
- may make the QC ineffective.
• Always try to form a QC with persons within a shift.
• QC is preliminary for the improvement of the employees
but this is done by bringing improvement to the workplace
also. Conduct meeting during working hours.
If not possible meet after working hours, after all, it is voluntary.
17. How QC works?
• Members are engaged in the activity when they are
working – QC activities do not exist outside of ordinary work.
• Operators are involved - It is not a monopoly of supervisors
or leaders.
• Participation by all – it is not for a limited number of people,
capable people, vociferous people, prominent stars, but for
everyone to participate voluntarily.
• To find pleasure and meaning of life in one’s work.
• With a spirit of give-and-take, quality circle can help each
other.
• To think and use one’s wisdom in one’s work.
18. The role of workers in Quality Circle
• Study the quality circle activities.
• Get in touch with other quality circle outside one’s own company
and bring this experience back to the circle as a subject of
discussion.
• Find a specific theme to work on and start analyzing a problem.
• Discuss among the circle members how they will carry out their
circle activities.
• Study and apply the various techniques.
• Report one’s experience to sub-ordinates in the form of case
study and discuss it with them.
19. The Role of Leader in Quality Circle
• To integrate the circle.
• To orient and direct circle activities.
• To facilitate cooperation among the members by getting everyone
involved, speaking out and sharing responsibility.
• To create favourable human relationship.
• To train the members on the application of engineering and QC
techniques.
• To adjust relationships with other circles and other levels and
functions of the organization.
20. Four elements of group activities
QC is characterized by the following 4 elements:
• Members work closely together and run group activities on
their own initiative.
• Members interact sufficiently to influence each other.
• Members know each other well. They can talk openly
without trying to guard one’s own position.
• Members gather to share common objectives.
21. An ideal group activity requires the
following 3 points attitude:
• Individuals are respected. Members participate in the
group activities on equal terms.
• Initiative and independence of each member is respected.
• Information is shared by all the members for maximum
benefit.
22. How to ensure longevity
• To be problem-conscious.
• To enhance people’s awareness in 3 areas – Quality, problem,
improvement.
• To understand why the activities should be carried out voluntarily.
• To find pleasure in the QC activities.
• To give training.
• To secure management involvement.
• To run QC effectively.
• To organize a system to promote QC activities.
23. QC uses the following
simple problem solving tools
• Brain Storming.
• Graphs.
• Flow diagram.
• Pareto analysis.
• Cause and effect diagram.
24. Problems affecting QC implementation
• Sudden/ by force formation of circles.
• QC members/ leaders transfer.
• Lack of periodical refreshment training on QC.
• Resistance from trade unions.
• Delay or non-implementation of circle recommendations.
• Improper recording system during circle meetings,
presentation and activities.
• Theme taken is very tough.
Contd…
25. Problem affecting QC implementation
(contd…)
• Members in QC belong to different shifts.
• Lack of interest among departmental leaders/ facilitators.
• Circle leaders are not allowing other members to participate
equally.
• Lack of knowledge on concept and activities of QC for all
levels of management and workers.
• Giving less priority for QC activities than Production
activities.
Contd…
26. Problem affecting QC implementation
(contd…)
• Top management thinking that QC activities are
responsibility of middle management and workers only.
• Fear and misunderstanding among Middle/ Junior
management, thinking that if QC members could solve
problems, they will be neglected by top management.
• Expecting short term/ immediate success of QC.
27. How to maintain the concept of QC
Workshop on QC with the objective of
• proper understanding of the concept and philosophy.
• To prepare the concerned for playing their roles effectively
for the successful functioning of QC.
• Proper understanding and application of simple statistical
Quality control tools and techniques.
Contd…
28. How to maintain the concept of QC (contd…)
Training
• Exposure for
- Top management
- Senior management executives
• Orientation training for
- Facilitators as teacher, guide, catalyst, coordinator,
guard against pitfalls.
29. Motivation
• Launching & inauguration of each circle through a form of function in a
traditional way.
• Presentation by circles before Top management.
• Presentation by circles in sister concerns, ancillaries, outside seminars
etc.
• Wearing badges, issuing certificates for members & leaders of circles to
give separate identity.
• Annual get-together of members with Top management.
• Publishing QC activities in in-house journals.
• Continuous encouragement by facilitators.
• Providing snacks and tea during circle meetings.
How to maintain the concept of QC (contd…)
30. A system of Function to Invigorate
and Perpetuate Quality Circle
Awareness
• Problem-consciousness of management and staff.
• Quality-consciousness of a Quality Circle.
• Problem-consciousness of a Quality Circle.
• Improvement-consciousness of a Quality Circle.
• Quality Circle’s understanding of the importance of
voluntary action.
31. A system of Function to Invigorate
and Perpetuate Quality Circle (contd…)
Education and training
• Self-development within a circle.
• Training provided by management and staff.
- Collective training.
- practical training through problem-solving.
• Quality Circle concept is taught.
32. A system of Function to Invigorate
and Perpetuate Quality Circle (contd…)
Interest of supervisors (the role of management)
• Interest and understanding of top management.
- to create an environment,
- to formulate policies concerning Quality Circles,
- to praise and encourage Quality Circles.
• Interest and understanding of supervisors and staff
- leadership, dissemination, advertising,
- to find effective ways of promotion.
33. A system of Function to Invigorate
and Perpetuate Quality Circle (contd…)
Effective management of Quality Circles
• To convert people to belief in Quality Circles.
• To understand the essence and objectives of Quality Circles
To find effective ways of holding Quality Circles meeting
- outside the company,
- inside the company, in the workshop.
Contd…
34. A system of Function to Invigorate
and Perpetuate Quality Circle (contd…)
• To hold Quality Circles leaders meeting to study effective
ways of managing Quality Circles.
- guidance of management and staff,
- voluntarily organise and manage leaders meeting.
• Guidance and support of supervisors and staff.
• Organization for promotion
- coordination with management and staff.
- organization of sub-Circles or mini-Circles.
35. A system of Function to Invigorate
and Perpetuate Quality Circle (contd…)
• Measures to prevent mannerism
- Staff and supervisors.
- Quality Circle members.
• Commendation and reward
- Company.
- Quality Circle headquarters.
• The role of Quality Circle headquarters
- Advertisement of Quality Circles.
- To set a guideline of Quality Circle activities.
- To organize national conferences.
36. Delay in issue of observation memos:
The Public Works Department of Maharashtra is divided into six
regions each headed by a Chief Engineer. Each regional Chief
Engineer is assisted by a Superintending Engineer, Vigilance & Quality
Circle who with the help of two Executive Engineer and about 6 Deputy
Engineers carries out inspection of the ongoing projects. The samples
of the construction material being used on project are collected and
independently tested in the Regional Testing Laboratories to ascertain
the level of acceptance. The findings of the inspections are
communicated to the field engineers in the form of ‘observation memo’.
It is contemplated that the Execution Engineer in charge of the project
ensures immediate compliance of the remarks raised in the
observation memo and carries out corrective measures in the ongoing
project as well as preventive measures for the future works.
37. However, very often the observation memos are issued after much
delay defeating the very purpose of the observation memo. This
problem was identified by the ‘OMKAR’ Quality Circle formed in the
office of Superintending Engineer, Vigilance & Quality Control Circle,
Navi Mumbai. The members used various tools and methodology,
identified the various root causes that led to this problem and finally
solved the problem with requisite fool proofing.
Contd…
38. By solving this problem, it became possible to improve the quality of
work in the field which ultimately brightened the image of the
Department. The formation of Quality Circle also benefited employees
by providing.
a) A systematic style of education that helped them grow.
b) Freedom to modify their work habits.
c) Opportunity to use their brain for development of the Department;
and
d) Opportunity to work as a team.
e) The employees were also motivated to improve work culture, self
improvement recognition and creativity in work.
39. Preventing accidents on highways:
It was observed that the accident rate on Sion-Panvel Highway passing
through New Mumbai had gone up sharply. The Circle members
collected the data from the respective police stations and identified the
important causes of accidents by using Pareto Analysis. They
segregated the causes under Man, Machine, Material & Method . The
Circle members found out solutions to the problem such as closing of
central verge at all locations except junction, frequent lane marking,
installation of Caution boards, Providing lay-byes for buses etc. The
data collection of accidents for a period three months after
implementation of solutions near Shirvane and Turbhe revealed that
the cause of accident had been eliminated and no more accidents
occurred at those locations had been eliminated and no more
accidents accoured at those locations again. This way the Circle
members ensured the effectiveness of the solution implemented. They
made presentation to their steering committee for obtaining sanction to
other solutions involving more funds.