This document discusses Quality Control (QC) Circles, which are small groups of employees who meet regularly to discuss work-related problems, investigate causes, recommend solutions, and take corrective actions. It provides details on the objectives, structure, roles, and process of QC Circles. The key points are: 1) QC Circles aim to improve quality, productivity, safety and reduce costs by empowering employees to use their creativity and wisdom. 2) They are composed of a steering committee (management), facilitator, leader, and 4-5 member teams who work to identify and solve issues using a structured problem-solving process. 3) The roles of each member are defined, with

1. QC Circle………?
Presented By:
Md. Mahamudul Hassan
Date: 06.03.18

2. ❖ We all are know about “KAIZEN” right?
“Kaizen” is Japanese word
Means “Continuous Improvement”

3. ❖ Now some question for you if yes please raise your hand
➢ Who Wants “KAIZEN”?
➢ Who Wants to “KAIZEN”?
➢ Who Wants to Lead the “KAIZEN”?
➢ Those Who Wants to KAIZEN lets start “QCC”
activities….

4. WHAT IS QC CIRCLE?
➢ QC Circle is a group of employees who meet
regularly to discuss their Work related problems,
Investigate causes, Recommend solutions, and take
corrective actions.
➢ Generally , QC Circle is a small group of employees
(4-5 person)belonging to the same similar work
area.
OTHER NAME OF QUALITY CIRCLES
➢ Small Group
➢ Action Circles
➢ Excellence Circles
➢ Productivity Circles

5. QUALITY CIRCLES MEETINGS
➔ Meetings are important part of Quality circles working.
➔ In general meetings take place once a week for an hour.
MEETINGS AGENDA
➔ Identifying a theme or a problem to work on.
➔ Getting training as required to enable members to
analyze problems.
➔ Preparing recommendations for implementing
solutions.
➔ Follow up of implementation of suggestion.
➔ Prepare for a presentation to the management.

6. Background of QC Circle
W. Edwards Deming had noticed
that, managers and engineers
belongs about 85% of the
responsibility for quality control
and line workers only about 15%,
Deming argued that these shares
should be reversed.
After WW II, W Edwards
Deming invited by Japan
for the improvement of
Poor Quality and
economic condition in
Japan.
Then W. Edwards
Deming had shared that
concept in the 1950s.
The idea was later
formalized across Japan in
1962 by Kaoru Ishikawa in
the form of QC Circle.
Now it has been
recognized that QC Circle
played vital role for
sudden quality revolution
in Japan after WWII.
Now rest of the world
have benchmarked the
concept from Japan.

7. “A Quality Circle will not last
long unless the nature of its
activities is voluntary and
independent.”
- Kaoru Ishikawa
•Father QC Circle

8. THE OBJECTIVES OF QUALITY CIRCLE
I.To improve Quality, Productivity, safety and cost reduction.
II.To give chance to the employees to use their wisdom and creativity.
III.To encourage team spirit, cohesive culture among different levels and
sections of the employees.
IV.To promote self and mutual development including leadership quality.
V.To fulfill the self-esteem and motivational needs of employees.
VI.To improve the quality of work-life of employees.

9. STRUCTURE OF QC CIRCLE

10. 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.
STEERING COMMITTEE
Roles of Steering Committee (Management)
➢ Formally announce the launching of quality circle initiative.
➢ Provide full support and encouragement to QCC movement.
➢ Provide leadership and guidance to develop the QCC activities.
➢ Arranging competition, Performing Quality Day.
➢ Facilitate the approval and implementation of the QCC
solutions.
➢ Sanction the necessary monetary budgets.
➢ Provide the logistic support as needed.
➢ Give due recognition to quality circles.
➢ Develop guidelines for measuring the effectiveness of QCC.
➢ Review the performance and progress of quality circles
periodically.

11. Steering committee will appoint a facilitator
to facilitate the Quality Control Circles
Depending on capability one facilitator may
help to more than one circle.
FACILITATOR
Roles of Facilitator
➢ Support and advice the QCC as a facilitator.
➢ Arranging training program & providing training
➢ Monitoring the problems of QCC
➢ Act as a coordinator between the QCC & organization
➢ Reporting the improvement of QCC in the steering committee
➢ Support & inspire QCC to make presentation
➢ Ensure to have supporting stationaries when needed
➢ Primarily act as an observer in the meeting
➢ Cordially communicate with the QCC leader & members

12. QCC member will select one as a
leader among them.
Team leadership may be rotated
among the members.
LEADER
Roles of Leader
➢ Acquire the necessary skills in various quality circle tools and
techniques.
➢ Don't criticize, show respect others opinion.
➢ Motivate the members for their full participation in the
proceedings of quality circle meetings and related activities.
➢ Maintain the records of quality circles meetings and other related
activities.
➢ Interact with the quality circle facilitator frequently.
➢ Make presentations of solutions to the management. Involve the
members in making the presentations.
➢ Ensure implementation of the approved solutions with the active
involvement of the members.

13. A team will be formed by 4 to 5 members
MEMBERS
Roles of Members
➢ Regularly & Timely attending meeting,
➢ Acquire the necessary skills in various quality circle tools and
techniques.
➢ Participate in the meeting diligently
➢ Listening when other member speak
➢ Don't criticize, show respect others opinion.
➢ Participate in the management presentation
➢ Help the leader in all respect
➢ Positive mind-set and act cordially with members
➢ Maintain discipline
➢ Participate in implementing the finalized solutions.

14. “You can't manage, what you can’t
measure.”
-W.Edwards Deming
“If I had an hour to solve any problem
I’d spend 55 minutes thinking about
problem and 5 minutes thinking
about solution.”
-Albert Einstein

15. STEP BY STEP APPROACH TO IMPLEMENT QCC

16. PROBLEM SOLVING STEPS

17. PROBLEM SOLVING STEPS

18. QUALITY CIRCLES ARE NOT…..
❖ Quality Circles do not tackle just quality problems.
❖ Quality Circles do not change the existing organizational
structure or the chain of command.
❖ Quality Circles are not a forum for grievances or a springboard
for demands.
❖ Quality Circles are not a means for the management to unload
all their problems.
❖ Quality Circles are not just another techniques.
❖ Quality Circles are not a remedy for all ills.

19. AREAS OF INTEREST TO
QUALITY CIRCLE
➢ Quality Improvement.
➢ Efficiency Improvement.
➢ Process and working environment
improvement.
➢ Safety in materials handling and
equipment operations.
➢ Reduction in work in progress (WIP).
➢ Reduction in human errors.
➢ Equipment and manpower utilization.
➢ Cost Reduction

20. iFiix
“Zero Defect,Zero Delay & Zero
Contamination”
Now it's our turn to make it
happen…!!!

21. THANK YOU