Quality circles are voluntary groups composed of employees who meet regularly to identify, analyze, and develop solutions to work-related problems. They are designed to improve organizational performance and motivate employees. Quality circles utilize techniques like brainstorming, flowcharts, checksheets, and cause-and-effect diagrams to systematically identify issues, analyze root causes, and develop solutions. When implemented effectively with management support, quality circles can result in benefits like improved employee engagement, problem-solving skills, communication, quality, productivity, and workplace 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 Circle is basically a volunteer group composed of workers who did the work under the leadership of their own leaders.
This presentation is for people studying total quality management subject during engineering.
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.
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.
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 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 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.
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
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 Circle is basically a volunteer group composed of workers who did the work under the leadership of their own leaders.
This presentation is for people studying total quality management subject during engineering.
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.
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.
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 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 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.
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
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 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.
Total quality management vs quality circles, toolsYasir Hashmi
This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.
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.
The document discusses team leadership. It defines team leadership as the leadership practices and values exhibited by leaders governing a group working towards a common goal. It states that a team cannot function without effective leadership providing governance, authority, and interaction. The role of the team leader is crucial as they facilitate processes, tasks, relationships, and help the team achieve its goals and priorities. It also lists characteristics of effective team leaders such as strong communication skills, the ability to develop people and inspire them, and time management skills. The document outlines different leadership styles appropriate for different stages in a team's development and discusses advantages like conflict resolution and maintaining momentum, and disadvantages such as unequal participation and potential group isolation.
The document describes the implementation of quality circles at a manufacturing facility. It introduces quality circles as small groups of frontline workers who meet regularly to identify work improvements. Thirteen quality circle teams were formed across different production areas in the coil shop. Each team selected a project to work on related to their work area, such as reducing leak rates, scrap amounts, or increasing productivity. The teams used problem-solving tools and methods like DMAIC to define issues, measure baseline data, analyze causes, improve processes, and ensure sustained results. Several teams achieved improvements like lowering return bend leak rates from 2.1% to 1.1% and brazing leak rates from 3.0% to 1.0%. Overall the quality circles
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
This document discusses myths and principles of leadership. It begins by debunking myths that leaders are born with rare skills or must be charismatic. Instead, it outlines that true leaders bring people together, share their vision, and serve others. The document concludes by encouraging future leaders to study exemplary leaders, seek leadership roles, and reflect on what it means to lead.
This document discusses quality culture and how to establish one within an organization. It defines quality culture as an organizational value system that promotes continual quality improvement. Key aspects of quality culture include treating customers well, empowering employees, and having leadership that models quality-focused behaviors. The document outlines steps for assessing an organization's current culture, planning cultural changes, and maintaining a quality culture over time through ongoing communication and recognition of quality-focused work.
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.
This document discusses elements of leadership and tools for leading change. It outlines six elements of leadership: engage, enable, energize, envision, execute. It provides examples of tools leaders can use like stating a clear commander's intent, telling stories to show what is possible, using praise more than criticism, and focusing on gradual transition rather than trying to completely change a culture quickly. The overall message is that leadership requires getting people involved and focused on a positive vision to drive change.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
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.
This document discusses various quality awards in India that recognize excellence in total quality management. It outlines awards such as the Rajiv Gandhi National Quality Award, the Golden Peacock National Quality Award, and the IMC Ramkrishna Bajaj National Quality Award. These awards aim to encourage organizations to improve quality and productivity, recognize achievements in quality management, and provide guidance to evaluate and enhance quality practices. Quality award models serve as benchmarks and best practices to help companies measure their quality performance and create plans to advance their quality initiatives.
Quality Circles are voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality and productivity by empowering employees to participate in decision-making. Quality Circles are typically 3-12 employees who focus on specific issues, meet weekly to analyze problems and propose solutions to management. For Quality Circles to be effective, participation must be voluntary, members must receive training, and senior management must support the circles' empowerment to make decisions.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
Total quality management vs quality circles, toolsYasir Hashmi
This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.
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.
The quality circle aims to reduce leaks from the coil assembly process in the brazing area. They identified work distribution as a major cause of leaks and improved it by distributing work according to coil model and brazing type. Data was collected before and after the improvement, which showed reduced leak rates and improved production yields, meeting the quality circle's goals.
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 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.
Total quality management vs quality circles, toolsYasir Hashmi
This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.
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.
The document discusses team leadership. It defines team leadership as the leadership practices and values exhibited by leaders governing a group working towards a common goal. It states that a team cannot function without effective leadership providing governance, authority, and interaction. The role of the team leader is crucial as they facilitate processes, tasks, relationships, and help the team achieve its goals and priorities. It also lists characteristics of effective team leaders such as strong communication skills, the ability to develop people and inspire them, and time management skills. The document outlines different leadership styles appropriate for different stages in a team's development and discusses advantages like conflict resolution and maintaining momentum, and disadvantages such as unequal participation and potential group isolation.
The document describes the implementation of quality circles at a manufacturing facility. It introduces quality circles as small groups of frontline workers who meet regularly to identify work improvements. Thirteen quality circle teams were formed across different production areas in the coil shop. Each team selected a project to work on related to their work area, such as reducing leak rates, scrap amounts, or increasing productivity. The teams used problem-solving tools and methods like DMAIC to define issues, measure baseline data, analyze causes, improve processes, and ensure sustained results. Several teams achieved improvements like lowering return bend leak rates from 2.1% to 1.1% and brazing leak rates from 3.0% to 1.0%. Overall the quality circles
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
This document discusses myths and principles of leadership. It begins by debunking myths that leaders are born with rare skills or must be charismatic. Instead, it outlines that true leaders bring people together, share their vision, and serve others. The document concludes by encouraging future leaders to study exemplary leaders, seek leadership roles, and reflect on what it means to lead.
This document discusses quality culture and how to establish one within an organization. It defines quality culture as an organizational value system that promotes continual quality improvement. Key aspects of quality culture include treating customers well, empowering employees, and having leadership that models quality-focused behaviors. The document outlines steps for assessing an organization's current culture, planning cultural changes, and maintaining a quality culture over time through ongoing communication and recognition of quality-focused work.
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.
This document discusses elements of leadership and tools for leading change. It outlines six elements of leadership: engage, enable, energize, envision, execute. It provides examples of tools leaders can use like stating a clear commander's intent, telling stories to show what is possible, using praise more than criticism, and focusing on gradual transition rather than trying to completely change a culture quickly. The overall message is that leadership requires getting people involved and focused on a positive vision to drive change.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
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.
This document discusses various quality awards in India that recognize excellence in total quality management. It outlines awards such as the Rajiv Gandhi National Quality Award, the Golden Peacock National Quality Award, and the IMC Ramkrishna Bajaj National Quality Award. These awards aim to encourage organizations to improve quality and productivity, recognize achievements in quality management, and provide guidance to evaluate and enhance quality practices. Quality award models serve as benchmarks and best practices to help companies measure their quality performance and create plans to advance their quality initiatives.
Quality Circles are voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality and productivity by empowering employees to participate in decision-making. Quality Circles are typically 3-12 employees who focus on specific issues, meet weekly to analyze problems and propose solutions to management. For Quality Circles to be effective, participation must be voluntary, members must receive training, and senior management must support the circles' empowerment to make decisions.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
Total quality management vs quality circles, toolsYasir Hashmi
This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.
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.
The quality circle aims to reduce leaks from the coil assembly process in the brazing area. They identified work distribution as a major cause of leaks and improved it by distributing work according to coil model and brazing type. Data was collected before and after the improvement, which showed reduced leak rates and improved production yields, meeting the quality circle's goals.
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
Chapter 19 Managerial and Quality ControlRayman Soe
The document discusses various approaches to organizational control and quality management. It describes three types of control: feedforward, concurrent, and feedback control. It also discusses total quality management (TQM) and its emphasis on continuous improvement through tools like quality circles and benchmarking. Finally, it outlines trends in quality and financial control, including balanced scorecard approaches that evaluate performance across financial, customer, internal process, and learning/growth dimensions.
Quality Circles are voluntary groups of employees who meet regularly to discuss and solve work-related problems. They operate on the principle that employee participation in decision-making improves quality. Quality Circles are characterized by volunteers, consensus-based decisions, and using organized problem-solving approaches. For Quality Circles to be effective, members need training, empowerment, and support from senior management. Their objectives include improving productivity, quality, and employee morale. Problems can arise if training is inadequate, purpose is unclear, participation is not truly voluntary, or management lacks interest and empowerment.
This two-volume handbook provides guidance on implementing Total Quality Management (TQM) and Quality Control Circles (QCC). Volume I is intended for managers and explains the concepts and benefits of TQM and QCC. It also provides guidance on installing and implementing TQM and QCC programs in organizations. Volume II is a practical guide for starting QCC programs. It provides guidance for facilitators and circle leaders on carrying out daily QCC activities and solving common problems. The handbook aims to explain TQM and QCC at a level appropriate for different readers, from top managers to frontline employees.
A quality circle is a group of regular employees who meet regularly to discuss workplace improvements and present ideas to management. Quality circles were first established in Japan in 1962 to promote participative and humanistic management, which values employee input and involvement in problem solving. The objectives of quality circles are to improve quality and productivity through developing employee problem solving skills, teamwork, motivation, and sense of responsibility. A quality circle is typically composed of 8-10 members from the same work area led by a member-selected leader.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company with a presence in over 20 product categories. It has over 65,000 employees and touches the lives of two out of three Indians. HUL implemented the Total Productive Maintenance (TPM) program at several of its factories which resulted in returns that were 8 to 12 times the initial investment over three years by reducing waste and improving efficiency. The TPM approach included elements like 5S methodology, autonomous maintenance by operators, continuous improvement activities, and training programs. HUL's customization of the TPM program to suit its specific needs may result in deviations from some JIPM norms but has helped improve productivity,
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.
Service quality and consumer satisfaction for maruti service centergauravrao01
The document is a research project report submitted by Kapil Kumar Singh to the U.P. Technical University for their MBA degree. The report is about evaluating service quality and consumer satisfaction at Maruti Suzuki service centers in Noida, India. It includes an introduction on the Indian automobile industry and Maruti Suzuki's role in it. It then outlines the objectives, company profile, products, research methodology, and analysis of Maruti Suzuki's authorized service network, consumer survey, recommendations, and conclusions.
The document discusses several schools of management thought including scientific management, human relations approach, behavioral science approach, quality management, and systems school. It describes key thinkers and concepts within each school. For example, it outlines Frederick Taylor's contributions to scientific management and Elton Mayo's Hawthorne studies which helped develop the human relations approach.
Hindustan Unilever Limited is India's largest fast-moving consumer goods company with a presence in over 100 countries. It touches the lives of two out of every three Indians through its wide range of home and personal care products. HUL has over 15,000 employees and manufactures products in 40 factories across India, distributing to over 6 million retail outlets through a network of 2000 suppliers. The company is committed to innovation and sustainability and aims to add vitality to life through meeting everyday needs of consumers.
The document provides information about performance appraisal at Tata Motors. It first discusses Tata Motors, including its history, operations, and products. It then discusses performance appraisal in general terms. Finally, it describes research conducted to evaluate Tata Motors' performance appraisal process, including findings, conclusions, and suggestions.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
The document discusses various theories and techniques for motivating employees, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, goal setting theory, and techniques like job design, rewards, employee participation, flexible schedules, and sabbaticals. Motivation refers to giving employees incentives to achieve goals, while factors like willingness to work, self-confidence, and needs satisfaction can contribute to motivation. Different motivation theories examine how factors like effort, performance, and rewards impact employee behavior and motivation.
This document appears to be a marketing assignment submitted by a student. It includes an acknowledgement section thanking those who helped with the assignment. The body of the document analyzes and compares the distribution networks, promotion strategies, and new distribution channels of Hindustan Unilever Limited and ITC. It provides details on HUL's distribution system and how it reaches urban and rural areas. It also discusses HUL and ITC's use of television, newspapers, and events to promote their brands.
(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 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 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 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 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 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.
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.
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 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.
The document discusses several concepts related to organizational development, including Management by Objectives (MBO), Quality Circles, parallel learning structures, and quality work life. MBO involves employees and supervisors setting common goals and performance standards. Quality Circles are small groups of employees who voluntarily meet to identify work improvements. Parallel learning structures are supplemental organizations that operate outside the formal structure. Quality work life focuses on employee involvement, motivation, and low stress.
Quality circles involve small groups of employees who voluntarily meet regularly, during paid time and under a supervisor's leadership, to identify, analyze and solve workplace problems. They aim to change attitudes from not caring to caring, develop skills and team spirit, and improve organizational culture through employee involvement at all levels. The process involves problem identification, selection, analysis, generating solutions, selecting the best, and presenting it to management for approval and implementation. Basic problem-solving techniques like brainstorming and data analysis tools are used. Benefits include developing internal leadership, reinforcing morale, encouraging teamwork, improving quality, productivity, information flow, and attitudes. Quality circles can be applied in various organizations to group-solve work-related issues.
Quality circles are small groups composed of volunteers who meet regularly to identify, analyze, and solve work-related problems. The goal is to improve quality, productivity, and morale. Quality circles originated in Japan as a way to involve employees in quality control and problem-solving. They have now spread to many companies worldwide.
Short note on Quality Circle. The concept of quality circle is not confined to education only , it has to be learnt by all executive member. The brief note will help to get an insight on the concept of Quality Circle.
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 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 Quality Circles and Management by Objectives (MBO). It defines a Quality Circle as a volunteer group composed of members who meet to discuss workplace improvements and present ideas to management. The objectives of Quality Circles are to improve quality, efficiency, reduce costs and improve customer satisfaction. MBO is defined as a process where managers jointly define goals and responsibilities. Key steps in MBO include goal setting, implementation of plans, and review and appraisal of performance. The document outlines tools for problem solving in Quality Circles like Pareto charts and Ishikawa diagrams.
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.
Total quality management english socioeducational projectLorena Tapia
This document provides an overview of 16 lessons on quality management. It discusses key concepts like quality definitions, competitive advantage, quality philosophies from Deming, Juran and Crosby. It also covers topics like ISO 9000 standards, total quality management principles and evolution, contributions to TQM, Just-in-Time manufacturing, seven quality tools and techniques, measurement and analytical tools, improvement tools like quality circles, and control tools like Gantt charts. The document serves as a guide for teaching quality management concepts across multiple lessons.
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.
Similar to Administrative Office Management "QUALITY CIRCLE" (20)
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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1. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
INTRODUCTION OF QUALITY CIRCLES
Quality circle is a volunteer group composed of workers (or even students),
usually under the leadership of their supervisor (or an elected team leader), who are
trained to identify, analyze and solve work-related problems and present their solutions
to management in order to improve the performance of the organization, and motivate
and enrich the work of employees. When matured, quality circles become self-
managing, having gained the confidence of management.
Quality circles are one of the newest various techniques used successfully to
improve employee productivity. A voluntary group of eight to twelve employees who
perform similar or related work is a circle. Their duties are to meet on a regular basis to
identify, analyze and develop solutions to a variety of their work-related problems.
Usually the meetings are held on company time and often schedule weekly for
approximately one hour. The success of quality circles is affected in part by the manner
in which these meetings are organized and operated. However, before the employees
become involved with a circle, they should thoroughly understand the purpose,
composition and benefits of the concept.
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2. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
Each group of quality circles will have a leader. So, the quality circles leader,
who is responsible for conducting the weekly article meeting, is typically the supervisor
of a work unit. The leader will help the members to define, analyze and solve work-
related problems, by having a good grasp of the nature of the problem brought before
the group. Instead, during the meeting, the leader will have the same position with other
employees, so the meeting will run smoothly and successfully. As the leader are same
like others employees, they will be not afraid to share ideas.
Besides that, a facilitator, who is responsible for working with the quality circles
and coordinating the activities involved in using the techniques will be appoint by most
organizations. Furthermore, the facilitator also responsible for providing training
experiences for the circle leaders as well as for preparing a variety of written materials
for use in improving the effectiveness of the techniques.
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3. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE PHILOSOPHY OF QUALITY CIRCLE
The Philosophy of Quality Circle is based on the concepts of Participative
Management and Humanistic Management. Humanistic Management refers to
management that gives importance to people and their feelings. This is because people
are the most valuable asset of a department. Participative Management means that
worker regardless of his/her position in the organization is given the opportunity to make
meaningful contribution to the department. Quality Circle is, therefore a mechanism
whereby workers are able to participate in the problem-solving process leading to
improvement of quality and productivity in their department.
HISTORY OF QUALITY CIRCLE
The history of Quality Circles were first established is in Japan in 1962, and
Kaoru Ishikawa has been credited with their creation. The movement in Japan was
coordinated by the Japanese Union of Scientist and Engineers (JUSE). The use of
Quality Circle then spread beyond Japan. Quality Circles have been implemented even
in educational sectors in India and Quality Circle Forum of India (QCFI) is promoting
such activities.
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4. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
NEED OF QUALITY CIRCLE
The need for public and private businesses to improve quality of services is no
longer an option but a necessity. Since the early 1960‟sbusinesses across the Globe
have been searching for ways to improve overall operational efficiency. This trend has
been more heightened with the onset of free open trade and Customers demanding so
much more for their dollars. Some organizations have successfully implemented the use
of quality circles as part of an ongoing improvement programmed. Others have
experimented with quality circles with the best intentions and faced several obstacles,
but what is true is that this type of participatory management brings several benefits to
all concerned.
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5. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
OBJECTIVE OF QUALITY CIRCLE
Change in Attitude.
From "I don‟t care" to "I do care." Continuous improvement in quality of work life
through humanization of work.
Self Development
Bring out „Hidden Potential‟ of people. People get to learn additional skills.
Development of Team Spirit
Individual Vs Team – "I could not do but we did it"
Eliminate inter departmental conflicts.
Improved Organizational Culture
Positive working environment. Total involvement of people at all levels. Higher
motivational level. Participate Management process.
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6. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
CONCEPTS OF QUALITY CIRCLE
It is based upon the human resource management considered as one of the key
factors in the improvement of product quality and productivity.
It has three major attributes which are;
1. Quality circle is a form of Participative Management.
2. Quality circle is a Human Resource Development Technique.
3. Quality circle is a Problem Solving Technique.
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7. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
HOW TO USE THE CONCEPTS?
In the Quality circles process there are three main parts to go through. The steps
are identifying, analyzing, and solving quality-related issues. After the quality circle is
set up the next step would be to train the group. The training is to make sure all the
voluntaries understand the order and meaning of the steps and how to go through them.
Following training is the first real step in the Quality circle process-problem identifying.
At this step the members of the group are free to brainstorm about the problems
they face in the workplace. Within this brainstorming session there are no bad ideas.
After the members have some up with everything they can think of they go through the
list and analyze each problem individually.
This step of problem analysis is to look closer at one problem at a time and
having everyone's input on how to solve it. This step involves opinions from the
members and research. The opinions are important because the members in this group
are the ones who are faced with the problems at hand. The research can help to show
the member what the result or effect will be with the way they may choose to solve a
problem. After they are done with the analysis and come up with the solution they have
entered the next step.
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8. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
The last step in quality circles is the solution. The members prepare how they
intend to solve the problem that was first presented in the brainstorming. The solution is
explained in how it works and what the solution results should be. Those results are
then showed to the mangers and group as a whole in a presentation type of meeting.
The three steps of identifying, analyzing, and solving are all very important in completing
the process of a quality circle
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9. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE PROCESS OF QUALITY CIRCLE
ORGANIZATION
8 - 10 members
Same area Moderator
TRAINING
PRESENTATION
Group Process
Implementation
Data Collection
Monitoring
Problem Analysis
PROBLEM
SOLUTION IDENTIFYING
PROBLEM
List Alternatives
Problem Results Consensus
Brainstorming
PROBLEM ANALYSIS
Cause & Effect
Data Collection &
Analysis
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10. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE ADVANTAGES AND DISADVANTAGES OF QUALITY CIRCLES
THE ADVANTAGES OF QUALITY CIRCLES ARE AS FOLLOWS:
i) They help employees become more productive.
By having quality circles, employees will become more productive as
they could discuss and changes their ideas during doing their duties
and having more enthusiasm to done their job.
ii) They increase the opportunities for employees to grow and develop.
Company can look forward for the potential employees and less
potential employees, so the company wills growth successfully and
known by the world.
iii) They are economical to use.
Quality circles are not normally paid a share of the cost benefit of any
improvements but usually a proportion of the savings made is spent
on improvements to the work environment.
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11. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
iv) They help increase job satisfaction.
Quality circles can help enrich the lives of workers or students and aid
in creating harmony and high performance as they can share and
change ideas among them.
v) They improve the communication between management and employees.
Communication skills between management and employees can be
improved.
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12. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE DISADVANTAGES OF QUALITY CIRCLES:
i) Some circles try to deal with problems outside the member‟s areas of
expertise thus reflecting poorly on the concept.
The quality circle can come up with good ideas and management will
fail to implement them.
ii) Some circles lack top management support, although they have the support
of lower level management, which they likely will result in their being less
successful than they should or could be.
A group of employees, while possibly right on the points they are
making, simply do not have the power to make the necessary
changes they are suggesting.
iii) Some supervisors whose subordinates participate in quality circles believe
their authority is usurped by the process.
The employees might want to hold the higher position in the circles so
he or she will being more respected than the others.
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13. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
ORGANIZATIONAL OF QUALITY CIRCLE
THE STRUCTURE OF QUALITY CIRCLE
TOP
MANAGEMENT
STEERING
COMITTEE
COORDINATOR
FACILITATOR
LEADER
MEMBERS
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14. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
Members
Members are the basic element of the structure of quality circle.
Voluntarily join other employees of the same work area or those engaged in
similar type of work to become members of quality circle, and participate in small
group activities.
Contribute towards building of a cohesive group culture through which they try to
achieve the highest standards of performance.
Take part in management presentations.
Leaders
Leader is chosen by the members from amongst them.
He may be foreman/ supervisors/ charge man or any other man.
Member can decide on the leader for each project.
Leader is responsible for the effective performance of this circle.
He must be prepared to face challenges to each of his ideas.
Facilitator
Facilitator is usually a manager of the shop/ department/ sections.
He is responsible for guiding and directing the activities of the quality circle in his
area and enthuse other executives to get involved in supporting quality circle
activities.
He publishes the concepts; enlist volunteer members, and providing training for
members.
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15. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
Coordinator
Coordinator also acts as facilitators is an individual responsible for coordinating
and directing the quality circles activities within an organization and carries out
such functions.
Steering Committee
Apex body at the highest level of the unit division which oversees the functions of
quality circle in the unit division and serves as an advisory body for quality circle.
PURPOSE OF STERING COMMITTEE:-
Identify overall quality circle objectives.
Encourage quality circle activity by providing plan resources to
make circle activity possible.
Authorizing circle actions as well as establishing policies and
guidelines.
Suggest areas for suitable quality circle attention.
Top Management
The success of the quality circles depends solely on the attitude of the Top
Management and plays an important role to ensure the success of
implementation of quality circles in the organizations.
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16. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
BASIC PROBLEM SOLVING TECHNIQUES
The following techniques are most commonly used to analysis and solved work
related problems;
Brainstorming
Check Sheets
Data Analysis
Data Collection
Flow Diagram
Ishikawa Diagram
Pareto Diagram
The tools used for data analysis are:-
Bar Charts
Circle Graphs
Control Charts
Histograms
Line Graphs
Scatter Plot
Tables
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17. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
BRAINSTORMING
Brainstorming is a group participative technique. It unlocks and discloses the
untapped creative talents and resources in people. It is also a technique for gathering
the greatest number of ideas, which in turn spark enthusiasms and originality amongst
the member of the Quality Circle. Brainstorming are usually been used when the circle
wants to identify a problem, investigate the cause and find a solution.
THE PARETO CHART
Vilfredo Pareto (1848-1923) is an Italian economist. His philosophy of 20% of
the population has 80% of the wealth has been used and translated by the Juran as
“vital few, trivial many. He noted that 20% of the quality problems caused 80% of the
dollar loss. The usage of the Pareto Chart is to determine the priority for quality
improvement activities. Besides that it also provide tool for visualizing the Pareto
principles and determining which problem should be solved first and lastly it also
provides a before – and – after comparison.
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18. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE ISHIKAWA DIAGRAM
It is referred to as cause – and effective diagram, tree diagram, or fishbone
diagram. The Ishikawa diagram displays the factors that affect a particular quality
characteristic, outcome or problem. It is the typically result of brainstorming. And the
main goal represented by the trunk of the diagram, and primary factor represented as
branches. The major causes might be summarized under the categories referred to as
people, methods, materials, procedures, machinery, environment, and/or policies.
However, a Quality Circle may use any major category that emerges or helps people
think creatively. From this well-defined list of possible causes, the most likely are
identified and selected for further analysis. When examining each cause, look for things
that have changed deviations from the norm of patterns. For each cause, ask “why does
it happen?” and list the responses as branches off the major causes. This way, a
Quality Circle looks for causes that appear repeatedly and will reach a tem consensus.
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19. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
FLOW CHART
Flowcharts are a graphical description of how work is done, and are used to
describe processes that are to be improved. Flowcharts provide excellent
documentation of a program and can be useful for examining how various steps in a
process are related to each other. Sometimes it is helpful to draw two flowcharts one
with the actual steps in a process and one with how the process should work.
Comparing the two charts will show where there are differences and where problems
generally arise. Like what Dr. W. Edwars Deming had once said “Draw a flowchart for
whatever you do. Until you do, you do not know what you are doing, you just have a
job.”
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20. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
CHECKSHEET
Check sheets form a systematic means of collecting and analyzing data. They
are special types of data collection forms, and facilitate an organized way of data
presentation. Above is the sample of check sheet showing defect type and
corresponding shift in which each occurs and its frequency.
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21. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE IMPACT OF QUALITY CIRCLE
Improvement of human relations and workplace morale.
Promotion of work culture.
Enhancement of job interest.
Effective team work.
Reducing defects and improving quality.
Improvement of productivity.
Enhancing problem solving capacity.
Improving communication and interaction.
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22. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
QUALITY CIRCLE ADOPTION
STAGES OF ADOPTION
The quality circles programs have to be introduced very cautiously with care. So,
that it can receive the acceptability and appreciation of one and all.
This program can be adopted in the following stages:-
1. Evaluation of Feasibility.
A study of the organization is first necessary to understand its
culture and general health, so as to determine the practical
feasibility of introducing circles.
It is advisable to call in and outside consultant or agency to carry
out the evaluation in an unbiased manner.
2. General Awareness Programs.
Before circles can be started people in the introducing these ideas
at all levels have to make aware about it.
This awareness exercise may consist of informal discussions in
suitable groups, talks to large gatherings, seminars, distribution of
brochures and publicity literature on Quality Circles, prepared in
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23. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
the local languages of workers, slide shows, video shows and
films.
3. Planning and Organization of Circles.
Having created the necessary awareness amongst all personnel,
the areas in which circles are to be immediately formed are
decided and accordingly, leaders and facilitators are chosen and a
steering committee is formed.
It should be made explicitly clear that circles are not substitutes for
the task plant council or suggestion scheme.
They are voluntary not management inspired or management
nominated.
4. Orientation of Facilitators and Leaders.
It is necessary to impart suitable guidelines to facilitators and
instructions and training to leaders regarding the operation of
circles.
This can be arranged in group either by the experienced and
senior staff of the company or by an outside consultant.
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24. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
5. Adoption of Circles.
The leader of the circles can informally discuss the probable
points of problems to be taken up and prepare the agenda in
advance. Efforts should be made to select and discuss such
problems which can bring out the innovative ability and potential
capacity of workers.
All required help in the form of data, documents, and reports,
assistance for analytical study by other knowledgeable staff or
training inputs from outside experts should be made available to
circles as per their requirements.
6. Monitoring and Review of Activities.
The suggestions and recommendations given by the Quality Circle
from time to time, have to be studied and appropriate actions
taken for their speedy implementation.
It has to be ensure that Quality Circle once started, function
smoothly and perform well for which cooperation from all
concerned must be available.
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25. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
AREAS OF INTEREST TO QUALITY CIRCLE
Quality improvement.
Efficiency improvement in service organization.
Cost reduction.
Process control during manufacturing.
Safety in materials handling and equipment operations.
Equipment and manpower utilization.
Reduction in work in progress.
Job improvement.
Reduction in machine maintenance problems.
Reduction in human errors.
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26. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
ESSENTIAL REQUIREMENTS FOR THE SUCCESS OF CIRCLES.
1. Support from the top management and cooperation from the middle
management is an essential request for the success of circle. Half
hearted support is not adequate.
2. Management should be not expecting immediate results and short terms
benefit from the circle. It should also be made clear that quality circle do
not dilute the responsibilities or authority of different function. They may
only reduce their burden and make things easier.
3. Circle should not be taken as forums for grievances or personal
problems. Such problems should always be discouraged by the leaders.
For this purpose, the agenda of meeting must be decided earlier. The
members should accept the role of the leaders and appreciate the basic
purpose of these circles.
4. A reasonably good climate spirit of cooperation and feeling of confidence
between the workers and the management must exist. Workers should
feel that improvement of the company‟s. Performance is not the
responsibilities of the manager only but workers also play a vital role in
this direction.
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27. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
5. Persons participating in the circle should be encouraged at appropriate
times by the management.
6. Training of leaders and circle members as of utmost important and this
should be arranged by the management in best possible way.
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28. [ADMINISTRTAIVE OFFICE MANAGEMENT] September 11, 2012
THE COMPANY THAT INVOLVED IN QUALITY CIRCLES
There are lots of company who are involves in improving their quality circle.
However, we have taken an example of quality circle from the Toyota Motor Company.
As we could see, Toyota is one of company whom are very highly contributed in
doing the quality circle. Starting from the products, workers, or the model of their car we
could see that there are many improvement in Toyota products.
Let say from quality, it's what every Toyota has in common. From the hood to
the trunk, and everything in-between, quality is built right in. Their build it in because
vehicles can't be renowned for their reliability and durability without it. Over 80% of
Toyotas sold in Canada in the last 20 years are still on the road today.
The human factor of quality circle in Toyota is has come to the philosophy of
continuous improvement which is known as Kaizen (in Japanese). Kaizen is nowhere
more evident than in the hundreds of quality circles. This is because, the quality circles
are constantly improving in all aspects of the production system by looking for and
addressing the root that will cause problems and fixing it so it will not going to come
back.
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In Toyota Camry plant in Kentucky, members of a quality circle in the stamping
area challenged a standard practice in the automobile industry, figured out how to use
an extra few feet on every roll of steel, and saved the company more than $100 00
annually. This is a good example of why Toyota can keep improving upon the best
quality in the industry, and still maintain the affordable price for everyone.
Toyota‟s industry-leading suggestion system is a fertile source of ideas for
improvement. At Toyota Motor Manufacturing in Kentucky, over the course of a year
almost 40, 000 suggestions are received of which fully 99% are implemented. When a
team members feel that they can express their ideas and have them implemented, they
will participated enthusiastically in the concepts of continuous improvement and that is
how Toyota‟s improved their quality circles.
For example; one suggestion that has been resulted in the construction of a
special seats, synchronized with the assembly line which allows the team members to
see more easily and work in a very comfortable zone with the wheel wells. Despite the
fact that the financial aspect of the program is downplayed, the combined hard dollar
and labor savings from the suggestions system of quality circles has saves the tens of
millions dollars of the Toyota Motor Company.
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Other than the Toyota Motor Company, Xerox also is one of the large firms who
are using the quality circle to improve their relations with others. Xerox has an annual
teamwork day and because of a past teamwork day were able to prevent 65 000 tons of
waste going out to a landfill. Their solution at the time of seeing the problem with the
about of waste they were producing was a recycling program which is worked. This
concept has been shown to improve work productivity, save money and even to save
lives. Xerox did a good thing by improving the world by making less waste.
Lastly the third company that we had discovered who are successfully used the
Quality circle is BHEL which is one of the largest company in INDIA. BHEL‟s
Tiruchirapalli Plant : A large heavy engineering units manufacturing boiler‟s and an entire
range of equipments required for a thermal power unit. BHEL pioneer in implementing
the quality circles in INDIA. Introduced in 1984 at the Tiruchirapalli Plant. The impacts
of Quality Circles in BHEL are cohesive team work and team spirit. Work itself is more
enjoyable, improvement in interpersonal and intergroup relations, improvement in the
quality of workmanship within the work group, greater and prompter response to
suggestions given, attitudinal towards workers changes, a greater sense of belonging to
the group and the organization as a whole positive approach and lastly mutual trust.
Which is as the results the positive impact at the plant lead to the encouragement of the
Quality Circle concepts and 10% increases in the number of Quality Circles at BHEL.
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Xerox Takes Step Toward Zero Waste, Partners
With Close the Loop
Nov 15, 2010
NORWALK, Conn. -- Xerox Corporation launched a new return and recycling
program that aims to simplify the way customers return toner and supplies and
expands the company‟s effort to keep billions of pounds of waste out of landfills.
Xerox is partnering with Close the Loop, one of the world‟s largest recyclers of
imaging supplies that specializes in cartridge returns. Close the Loop will collect
customers‟ returns and manage the recycling on behalf of Xerox using a
patented material separation process that recovers used materials for reuse in
new printer cartridges and other products.
Similar to Xerox‟s Eco Box program in Europe, customers in the United States
will place used supplies into a collection box. When the box is full, customers
print a free-of-charge shipping label and send the box to Close the Loop.
Instructions are printed on the boxes, which are available in the United States
starting immediately. Customers can order the boxes through the redesigned
return and recycling website, http://www.xerox.com/gwa. The website also
includes instructions and provides several features that make choosing and using
a returns process more convenient, including bundling returns together and other
options.
This new effort is an extension of Xerox‟s Green World Alliance program, an
initiative launched in 1999 that established the company as a global leader in
waste reduction and environmental stewardship
. "During the past 12 years, our collaboration with customers has kept more than
143 million pounds of cartridges, bottles, and waste toner out of landfills,” said
Patricia Calkins, vice president, Sustainability, Environment, Health & Safety. “As
we continue to make it easier for customers to participate in our remanufacturing,
reuse and recycling efforts, we get closer and closer to our ultimate goal of zero
waste.”
"Close the Loop also is working toward zero waste," said Jim Tocash, company
president. The company returns cartridge component parts to the marketplace as
useable raw materials so nothing goes to the landfill. “Xerox is on the forefront of
zero waste initiatives – and was there long before it was popular,” Tocash said.
“Our role at Close the Loop is to make the returns process that much simpler so
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more customers join in on the effort. Working together with Xerox we push the
goal of zero waste forward to minimize our impact on the environment.”
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OUR BUSINESSES > TATA COMPANIES > TATA STEEL > MEDIA RELEASES
December 18, 2002
Tata Steel selected best private sector
organization promoting quality circle
movement
Jamshedpur: The Quality Circle Forum of India is an apex
body to promote and recognize quality circle movement in
the country. It conducts chapter level and national level
conventions on QC every year. This year, QCFI is hosting
the International Level Convention at Luck now in India in
which about 3000 delegates from all over the world will
participate. A total of 375 case studies from all over the
world will be presented in this convention. Along with two
papers, 14 circles of Tata Steel, will also present their case
studies, which will be recognized in this convention.
From this year, some new awards have been introduced for
recognizing organizations from public sector, private sector,
service sector and small scale industries who are promoting
the QC movement. Tata Steel has been selected the Best
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Private Sector Organization in the country for this award.
With a humble beginning in early 90s when there were very
few circles, today, Tata Steel has more than 7500 registered
quality circles. More than 96% of its employees are involved
in this improvement initiative. This year, these circles have
solved more than 14000 problems resulting in significant
improvement in quality, productivity, cost, safety, etc. Many
of the circles have participated in chapter level, national level
and international level competitions and have brought laurels
to the company.
This award will be presented on 19th December 2002 at
Luck now in the valedictory session the International
Convention by H.E. Sri PS Rama Mohan Rao, governor of
Tamil Nadu. Mr AN Singh, Dy MD (corporate services) along
with Mr KNP Singh, honorary secretary, TWU and vice
chairman, JWQC will receive this award on behalf of the
company.
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RECOMONDATION
As the quality control has give lots of benefits to this three companies, we are
suggesting that they should continue to keep this system in order for them to keep
improving the quality of their workers skills and also with their products outcome. Thus,
quality circle does give benefits to the company rather than disadvantages.
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CONCLUSION
As a conclusion, we could say that Quality Circle is implemented to all
organization where there is a scope for group based solution of work related problems.
Besides that, the quality control aims are to achieve the objectives basically through the
development of people, and as the most important asset of an organization. Quality
Circles also are not limited to manufacturing firms only. This is because, they are
applicable for variety of organizations where there is scoped for group based on the
solutions of work related problems. These, quality circles are relevant for factories,
firms, school, hospitals, universities, research institutions, banks, government office and
etc.
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REFERENCES
Toyota and Honda endorse Quality Circles on global scale! Retrieved on
September 10, 2012 from http://www.hutchins.co.uk/NW_Toyota.aspx.
The Human Factor, Quality Circles. Retrieved on September 10, 2012 from
http://www.toyota.ca/cgi-
bin/WebObjects/WWW.woa/5/wo/Home.Vehicles.Quality-
Kcze2uf0JCpyh9UCVTJ1Jg/3.9?v300175e.html
Quality Circle. Retrieved on September 10, 2012 from
http://en.wikipedia.org/wiki/Quality_circle
Human Resources Development and Quality Circle. Retrieved on September 10,
2012 from http://www.scribd.com/doc/32975266/Human-resource-
development-and-Quality-circle-by-Hina-Rashmi-Chandni-student-of-IIBM-
Patna
Quality Circles, Introduction of the Concept . Retrieved on September 10, 2012
from http://www.freequality.org/documents/knowledge/QCircles.pdf
Quible K. Zen. (2005). Quality Circle, Administrative Office Management
(8th ed). United States: New Jersey.
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