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.

5. CHARACTERISTICS OF
QUALITY CIRCLE
 Quality circle are small primary groups of employee whose lower limit is three
and upper limit twelve.
 The membership of quality circle is most voluntary .
 Each circle is lead by area supervisor .
 The member meet regularly every week or according to an agreed schedule.
 The circle members are specially trained in techniques of analysis and problem
solving.
 The basic role of circles to identify and solve work related problems for
improving quality and productivity.
 Quality circle enable their member to exercise their hidden talents for tackling
challenging tasks.

6. CONCEPT
 The concept of Quality Circle is primarily based upon recognition of the value
of the worker as a human being, as someone who willingly activates on his job,
intelligence, experience, attitude and feelings.
 It is based upon the human resource management considered as one of the
key factors in the improvement of product quality & productivity.
 Quality Circle concept has three major attributes:
1. Quality Circle is a form of participation management.
2. Quality Circle is a human resource development technique.
3. Quality Circle is a problem solving technique.

8. OBJECTIVE
 The objectives of Quality Circles are multi-faced.
 a) Change in Attitude.
 From "I don’t care" to "I do care" Continuous improvement in quality of work
life through humanization of work
 b) Self Development Bring out ‘Hidden Potential’ of people. People get to
learn additional skills.
 c) Development of Team Spirit Eliminate inter departmental conflicts.
 d) Improved Organizational Culture Positive working environment. Higher
motivational level.

9. HOW DO QUALITY CIRCLES
WORK?
 All members of a Circle need to receive training
 Members need to be empowered
 Members need to have the support of Senior Management
 Characteristics
1. ◦ Volunteers
2. ◦ Set Rules and Priorities
3. ◦ Decisions made by Consensus
4. ◦ Use of organized approaches to Problem- Solving

10. ADVANTAGES:
 Product improvement
 Customer satisfaction
 efficiency savings
 financial savings
 improved company performance
 reduced customer complaints
 reduced wasted
 reduced error
 increased accuracy

11. LIMITATIONS:
 The overall productivity may decrease initially.
 A large investment and time is required for a concept that is essentially new .
 The chances of error increase initially .
 After circle implementation a period of confusion may arise. This is because
people experiment with new ideas , new skill and new roll.

13. PROCESS OF OPERATION
 1- Problem identification: Identify a number of problems.
 2- Problem selection : Decide the priority and select the problem to be taken
up first.
 3- Problem Analysis : Problem is clarified and analyzed by basic problem
solving methods.
 4- Generate alternative solutions : Identify and evaluate causes and generate
number of possible alternative solutions.
 5- Select the most appropriate solution : Discuss and evaluate the alternative
solutions by comparisons. This enables to select the most appropriate solution

14. PROCESS OF OPERATION
CONT….
 6- Prepare plan of action : Prepare plan of action for converting the solution
into reality which includes the considerations "who, what, when, where, why
and how" of solving problems.
 7 -Present solution to management circle: Members present solution to
management fore approval.
 8- Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful, implemented on a
full scale .

15. BASIC PROBLEM SOLVING
TECHNIQUES
 The following techniques are most commonly used to analyze and solve work
related problems.
 Brain storming
 Pareto analysis
 Cause & Effect Analysis
 Data Collection & Analysis

16. PROBLEMS WITH QUALITY
CIRCLES
 Inadequate Training
 Unsure of Purpose
 Not truly Voluntary
 Lack of Management Interest
 Quality Circles are not really empowered to make decisions

17. FORMATION OF QUALITY
CIRCLE
 The quality circle under consideration has a leader, a facilitator, a coordinator
and four members.
 The object of the present quality circle is ‘reduction of material wastage’. This
problem was so chosen for solution because of following facts :
 a) Whether there was any reduction in material wastage.
 b) Whether there were any saving and financial losses that should be
minimized.
 c) Whether it had any effect on the working of the workers and relationship
between workman and management.

19. STRUCTURE OF QUALITY
CIRCLE
 A steering committee: This is at the top of the structure. It is headed by a
senior executive and includes representatives from the top management
personnel and human resources development people. It establishes policy,
plans and directs the program and meets usually once in a month. •
 Co-ordinator: He may be a Personnel or Administrative officer who co-
ordinates and supervises the work of the facilitators

20. STRUCTURE OF QUALITY
CIRCLE
 Facilitator: He may be a senior supervisory officer. He co-ordinates the works
of several quality circles through the Circle leaders.
 Circle leader: Leaders may be from lowest level workers or Supervisors. A
Circle leader organizes and conducts Circle activities.
 Circle members : They may be staff workers. Without circle members the
programme cannot exist. They are the lifeblood of quality circles.

21. BENEFITS OF QC’S
 Increased productivity
 Improved quality of work life
 Boost employee morale
 Enhances creativity
 Improved teamwork
 Employee involvement

22. DISCUSSION AND
CONCLUSION
 Following observation were achieved after implementation of quality circle.
 Improvement of internal personal relationship
 Self-confidence was developed in solving more complex problem related to
production.
 A good teamwork was achieved among the workman
 Material wastage was minimized as a result heavy monetary gain was
obtained.

23. DISCUSSION AND
CONCLUSION CONT…
1.Quality Circles are not limited to manufacturing firms only.
2.They are applicable for variety of organizations where there is scope for group
based solution of work related problems.
3.Quality Circles are relevant for factories, firms, schools, hospitals, universities,
research institutes, banks, government offices etc.
4. Further this quality circle approach for quality improvement in University
Polytechnic workshop may bring new dimension, shifting dependence for
decisions and actions towards existing system.
5.This change revealed that quest for quality service is in the hand of all
employees.
6. The sustenance of success will lead to total quality improvement emerging as a
centre of excellence of its own in any small enterprise.

24. PARETO
 The Pareto principle states that for many outcomes, roughly 80% of consequences
come from 20% of causes (the "vital few").
 Other names for this principle are the 80/20 rule, the law of the vital few, or
the principle of factor sparsity.

25. PARETO
 Pareto analysis is premised on the idea that 80% of a project's benefit can be
achieved by doing 20% of the work—or, conversely, 80% of problems can be traced
to 20% of the causes.
 Pareto analysis is a powerful quality and decision-making tool.

26. PIE CHART
 A Pie Chart is a type of graph that displays data in a circular graph. The pieces of
the graph are proportional to the fraction of the whole in each category. In other
words, each slice of the pie is relative to the size of that category in the group as a
whole.

27. ISHIKAWA DIAGRAM
 An Ishikawa diagram is a diagram that shows the causes of an event and is often
used in manufacturing and product development to outline the different steps in a
process, demonstrate where quality control issues might arise, and determine which
resources are required at specific times.
 Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-
and-effect diagrams, or Fishikawa)

28. PDSA
 PDSA, or Plan-Do-Study-Act, is an iterative, four-stage problem-solving model used
for improving a process or carrying out change. When using the PDSA cycle, it's
important to include internal and external customers; they can provide feedback about
what works and what doesn't.