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.

1. HUMAN RESOURCES DEVELOPMENT AND QUALITY CIRCLE Done under the guidance of : Mr. Rohit jha

3. Quality circle is one such tool which proposes staff involvement.

5. The concept of Quality circle was developed for improving product quality through greater involvement of workers in job planning.

9. It played a major role in development of Japan after the second world war.

10. QC in Japan was formalized in 1960 by K.Ishikawa

11. In 1982 the QC forum of India was formed in Secundrabad to create awareness and for imparting skills in implementing QC in different organizations.

14. Qc teams are semi permanent.

15. Teams are from single functional department.

16. Members have equal status & select their own project.

18. The quality circle organisation has a :-MEMBER LEADERS FACILITATORS STEERING COMMITTEE

19. Structure of Quality Circle

21. Voluntarily join other employees of the same work area or those engaged in similar type of work to become members of QC , and participate in small group activities.

22. Contribute towards building of a cohesive group culture through which they try to achieve the highest standards of performance.

24. He may be foreman / supervisor/ charge man or any other member.

25. Member can decide on the leader for each project.

26. Leader is responsible for the effective performance of his circle.

28. 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.

31. PURPOSE OF STEERING COMMITTEE :-Identify overall quality circle objectives. Encouraging quality circle activity by providing plan resources to make circle activity possible. Authorizing circle actions as well as establish policies and guidelines. Suggest areas for suitable quality circle attention.

32. 6. 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 organization.

34. Promotion of work culture.

35. Enhancement of job interest .

36. Effective team work .

37. Reducing defects and improving quality.

38. Improvement of productivity.

39. Enhancing problem solving capacity .

41. This program can be adopted in the following stages :-EVALUATION OF FEASIBILITY. GENERAL AWARENESS PROGRAMMES PLANNING AND ORGANISATION OF CIRCLES. ORIENTATION OF FACILITATORS AND LEADERS. ADOPTATION OF CIRCLES. MONITORING AND REVIEW OF ACTIVITIES

42. 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 an outside consultant or agency to carry out the evaluation in an unbiased manner. 2. GENERAL AWARENESS PROGRAMMES Before circles can be started, people in the introducing this idea at all levels have to made 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 QCs, prepared in the local languages of workers , slide shows , video shows and films.

43. 3.PLANNING AND ORGANISATION 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 groups either by the experienced and senior staff of the company or by an outside consultant.

44. 5. ADOPTION OF CIRCLES The leader of the circles can informally discuss the probable points or 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, 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 QC from time to time , have to be studied and appropriate actions taken for their speedy implementation. It has to be ensured that QC once started, function smoothly and perform well for which cooperation from all concerned must be available.

46. Efficiency improvement in service organization.

47. Cost reduction.

48. Process control during manufacturing.

49. Safety in materials handling and equipment operations.

50. Equipment and manpower utilization .

51. Reduction in work in progress.

52. Job improvement .

53. Reduction in machine maintenance problems

55. Essential requirements for the success of circles 4. A reasonably good climate sprit 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 of workers also and they can play a vital role in this direction. 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.

56. Example of Quality Circle Programmes in India BHEL -1980-Mr. S.R.Udapa (G.M.operations) 1st Indian to start quality circle. OBJECTIVES: Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range . FUNCTIONS: Preparations of QC manual Preparations of quality plan for various products Formation of annual quality implementations plan.

57. Example of Quality Circle Programmes in India Hero Honda motors “Sunrise Quality Circle” Lucas TVS, Chennai “Honey bee Quality Circle” Tata Refactories (located in Orissa) “Niharika Quality circle” (saved Rs.4000p.a.)

61. RASHMI (50)