The document discusses quality circles, which are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems. It provides definitions of quality from experts like Juran and Crosby. Quality circles evolved from craftsmanship to techniques like total quality management. The document also outlines the history and methodology of quality circles, beginning in Japan in the 1960s. It describes the roles of circle leaders and members and gives examples of problem-solving tools used in the 12-step methodology.

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Quality
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J.M.Juran “Quality is fitness for use.”
Philip Crosby “Quality is free.
What costs money are the unquality things – all the actions that involve not doing
jobs right the first time”
Kaoru Ishikawa “One cannot define quality without knowing the cost – Next process is the
customer.
ISO 9001 – 2000 “Degree at which a set of inherent characteristics fulfills requirements.”
QUALITY DEFINITIONS
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1800 1900 2000
Crafts Man
Inspection
Quality Control
Quality Assurance
Total Quality Control(TQC)
Company wide Quality Control (CWQC)
Total Quality Management (TQM)
Six Sigma
QUALITY EVOLUTION
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Japanese Quality Management systems
1. 5S
2. Quality Circles
3. Kaizen
4. Poka-Yoke
5. Kanban
6. SMED
7. Jidoka
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Japanese Quality Management systems
 A Small Group
 To perform Quality Control Activities
 Voluntarily
 Within the same workshop
 Continuously
Quality Circle is
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ABOUT QUALITY CIRCLE
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Why Quality Circle is necessary ?
1. To facilitate one to fully develop his potential.
2. To create pleasant work environment .
3. Help factory to further develop.
4. Make people happy at work place.
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What is the history behind the Quality Circle?
Deming Circle
Act Plan
Check Do
Control ChartControl Chart
x-R Control Chart
Control ChartControl Chart
x-R Control Chart
He introduced the concept of
Deming Wheel (PDCA Cycle)
in 1957.
Plan, Do, Check and Act
Cycle, which became an
important part for problem
solving.
Dr. W. EDWARD DEMING
Dr. W A SHEWHART
The man who discovered Quality in 1931.
He was the inventor of Control Charts.
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What is the history behind the Quality Circle?
Dr. K. ISHIKAWA
Quality circle concept was started in Japan in 1962.
Dr. K. Ishikawa is known as the ‘Father of quality circle’.
HE DEVELOPED CAUSE & EFFECT DIAGRAM (FISH BONE DIAGRAM)
Dr. J M JURAN
Dr. Juran says Quality as
‘Fitness For Use’.
HE IDENTIFIED THE
PHENOMENON OF
VITAL FEW FROM USEFUL MANY
AS A UNIVERSAL PRINCIPLE
Material Method
ManMachine
Cause (4M’s) Result
(Controlled State)
Effect
Cause and EffectCause and Effect
DiagramDiagram
Material Method
ManMachine
Cause (4M’s) Result
(Controlled State)
Effect
Cause and EffectCause and Effect
DiagramDiagram
Pareto DiagramPareto Diagram
(No. of Occurrences)
Pareto DiagramPareto Diagram
(No. of Occurrences)
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How to start quality circle activity ?
1. Exposure Programme to Sr. Executives.
2. Forming steering committee and selection of a
co-ordination
3. Selection of trainers and facilitators.
4. Exposure Programme to workers & staff members.
5. Formation of Quality circles.
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SUPPORT STRUCTURE FOR QUALITY CIRCLE
Steering committee
Secretary
Top
Mgt.
Co-ordinator
Facilitator
Leader / Dy. leader
Members
Potential members
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STRUCTURE OF QUALITY CIRCLE IN INDIVIDUAL DEPT.
COORDINATOR
HOD
FACILITATOR
LEADER / DY.LEADER
MEMBERS
POTENTIAL MEMBERS
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How does Quality Circle function
They meet regularly & periodically, once in a week for
one hour.
How many members should be there in a circle?
5 to 7 members
What are the principle components of Quality
Circle?
1. Regular Q.C meetings
2. Training in problem solving tools,
3. Management presentation
4. Review & monitoring of steering committee.
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Role of leaders
1) Leader / Deputy Leader chosen by QC members.
2) Should be trained in leadership and skills.
3) Should lead the team and not dominate the proceedings.
4) Should be highly disciplined and regular in meetings.
5) Should have technical knowledge, knowledge of QC techniques,
etc.
6) Should plan and assign role to members.
7) Should prepare the QC team for presentations.
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Role of Members
1) Becoming a member of Quality Circle is voluntary.
2) All member from grass root level and from one area of work.
3) Leadership, preferably, to be rotated among members.
4) Members to attend meetings regularly.
5) Cooperate with leader and perform assigned task.
6) Mutual respect to other members and their ideas.
7) Open discussions.
8) Do homework before every meeting.
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Characteristics of meeting
• Punctuality and discipline.
• Commitment to task.
• Openness.
• Conflict of ideas, not persons.
• Constructive criticism.
• Agreement by consensus.
• Action plan after meeting.
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Take action
Decide on
the objectives
and targets
Decide method
of achieving
the objective
Carry out education
and training
Do the work
Check the
result
PLAN
DO
ACT
CHECK
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12 steps Methodology
Follow
up
Review
12
11
10
9
8 7 6
5
4
3
2
1
Action
(Control) Plan
Check
Do
(Collect
data)
Identify
work
related
problems
Selectio
n of
problem
Develop
Solution
Foresee
Resistan
ce and
Prepare
Trial
Implemen
-tation
Regular
Implemen-
tation
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12 steps for problem solving
1. Identification of work Related problems
2. Selection of problem
3. Define the problem
4. Analyze the problem
5. Identification of causes
6. finding out the root causes
7. Data analysis
8. Developing solution
9. Foreseeing probable resistance
10. Trial implementation
11. Regular implementation
12. Follow-up & review
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12 steps for problem solving
Sl.No Problem Individual Group
1 Problem Identification
2 Problem selection
3 Data collection
4 Analysis
5 Idea generation through Brain storming of cause
and Effect diagram
6 Identifying the cause / causes
7 Brain storming for alternative solution
8 Choosing the solution on merits
9 Presentation to Management ( all participating )
10 Implementation
11 Check performance
12 Monitor Control system
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Tool used : Brain storming
Problem’s at work area are identified and listed out. Same
problems to be divided into ‘A’, ‘B’ and ‘C’ category for easy
segregation and attending the problems.
‘A’ category problems :
Minimum involvement of other departments in solving them.
‘B’ category problems :
Involvement of other department is a necessity
‘C’ category problems :
Management sanction may be needed in implementing the
solution in the beginning of Quality circle it is always better to take
‘A’ type problems which involves the department people only
STEP # 1 : IDENTIFICATION OF WORK RELATED PROBLEMS
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Tool used : Ranking analysis, Priority number, Pareto analysis
1.Among the ‘A’, ‘B’ and ‘C’ category problems
2.One category to be choose for selection of problem.
3.Ranking to be given to all the problems in that category based on
the importance of the problem.
4.Top ranked 4 to 5 problems to be listed out and priority analysis to
be done for these problem by giving scores.
STEP # 2 : SELECTION OF PROBLEM
33
2 1
2
7
12
17
22
27
32
37
No. of Problems
A
B
C
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SELECTION OF PROBLEM BY RANKING METHOD :
RANKING : 1 = Least Priority , 5 = High Priority
Problem No. – 7 & 8 is selected for Project as highest ranking given by Team
RANKING : 1 = Least Priority 5 = High Priority
SCALE
S.# Major Problems
MEMBERS TOTAL
scoreM1 M2 M3 M4 M5
1 Coil cut 3 2 5 3 3 16
2
Improper weld joint (loop joint
failure)
4 5 5 4 5 23
3 No. of joints in stator ( HV ) 4 5 4 4 4 21
4 Loose wiring touching to lamination 4 3 5 4 3 19
5 Spools collar radius 1 2 2 1 2 8
6 Lamination core problem 1 3 2 1 2 9
7 Method of Handling after Varnishing 5 4 5 5 5 24
8
After Looping Wire cut and touches
to shaft body
5 5 5 5 5 25
Example : Ranking Method
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Tool used : Flow diagram, Brain storming
Even through people are from the same area it does not mean that all have a clarity
about the problem selected
So it is necessary to define the problem. The best way to do is using a ‘Flow
Diagram’ showing the entire process related to that area and indicating the problem
spot.
Reason for selection of problem : Why this problem is selected? Different reasons for
the selection of problems to be noted down
STEP # 3 : DEFINING THE PROBLEM
Looping
Shaft Pressing Wire pulling
Winding
Inspection
Varnishing
Grinding
Inspection
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Tool used : Data collection
In order to find the magnitude of the problem data to be collected
regarding the problem.
STEP # 4 : IDENTIFICATION OF WORK RELATED PROBLEMS
STATOR NC & HV REWORK % TREND
10.37
7.19
8.75
0
2
4
6
8
10
12
Month
Rew%
TOTAL
RE-WORK %
10.37 7.19 8.75
NOV '11 DEC '11 JAN '12
ANALYSIS :
Data collection of Last three months from Nov’ 2011 to Jan’
2012
PROBLEM :
Based on the analysis of data collected it was found that No
Continuity (4.07%) & High Voltage(4.44%) in Stator is upto 8.51%
(Avg. 3 Months )
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Tool used : Brain storming, Cause & Effect diagram
Different reasons for the problem to be identified by using the Cause
& Effect diagram.
Effect
Man Machine
MethodMaterial
Reasons for the problem to be listed out under four categories
Man, machine, Material and method.
STEP # 5 : IDENTIFICATION OF CAUSES
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Tool used : Brain storming, data collection
To know the main root cause data collection to be done on the
main reasons listed out in the Cause & Effect diagram.
1. Pareto diagram to be made for the collected data
2. Through pareto diagram, main root cause which can be 1 or 2
for the problem will be identified
STEP # 6 : FINDING OUT ROOT CAUSE
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Tool used : Line graph, Bar graph, Pie graph Stratification and
scatter diagram
Collection of data for analyzing the problem under
different reasons
STEP # 7 : DATA ANALYSIS
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Tool used : Brainstorming
1. We need some solutions to solve the problem. So, brain
storming to be done among the circle members for developing
the solution.
2. Different solutions to be listed out. Then one by one solution to
be discussed with respective problem and to be accepted if all
the members feel that problem will be solved by that solution.
3. If any solution is not accepted same will be rejected
STEP # 8 : DEVELOPING SOLUTIONS

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STEP # 08 : DEVELOPING SOLUTIONS

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Why – Why Analysis for After Wire pulling No continuity & High voltage
of stator :
CAUSE : After Wire pulling NC & HV is more
Why ? After wire pulling NC & HV is more ?
During wire pulling wire cut happening.
WHY ? During wire pulling wire cut happening.?
Due to burr inside the shaft
WHY? Burr inside the Shaft ?
Burr is not removed after chamfering at supplier End
Why? Burr is not removed after chamfering at supplier End?
No proper control at supplier End at chamfering operation.
WHY ? No proper control at supplier end at chamfering operation?
proper identification to be provided after chamfering.
Why – Why Analysis

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Tool used : Brainstorming
1. Identifying the probable constraints and finding ways to
overcome them.
2. Make a presentation to all involved with the solution.
That is department head, facilitator other officials and
non-members involved with the implementation. Discuss
and evaluate a system for implementation.
STEP # 9 : FORESEEING PROBABLE RESISTANCE

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1. Discuss with H.O.D and all department people regarding
the trial.
2. Developed solution to be implemented as a trial and
results to be studied.
3. Data collection after implementation compared with the
data collected before solving the problem. If
performance is good regular implementation to be done.
STEP # 10 : TRIAL IMPLEMENTATION & CHECK PERFORMANCE

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If improvement is observed after trial implementation,
then regular implementation to be done
STEP # 11 : REGULAR IMPLEMENTATION

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1. Results before regular implementation & after regular
implementation to be compared.
2. Schedule checks to be done every one or two months
and see the consistency of results
Standardize all the procedure that are implemented
STEP # 12 : FOLLOW UP / REVIEW

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Now problem is selected.
What is the time taken to solve the problem ? That is mile
stone chart.
Mile stone chart is prepared after selection of problem.
Project study planning is an effective method by which
Quality circle members attain the skill.
To plan their activities and effective time management.
MILESTONE CHART

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MILESTONE CHART
1 2 1 2 1 2 1 2 1 2 1 2
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
PLAN
ACTUAL
CHECK
10
TRIALIMPLEMENTATION
AND
CHECKPERFORMANCE
ACT
11
REGULAR
IMPLEMENTATION
12 FOLLOW-UP &REVIEW
7 ANALYZINGTHEDATA
DO
8 DEVELOPINGSOLUTION
9
FORESEEINGPROBABLE
RESISTANCE
DEFININGTHEPROBLEM
4 ANALYSIS OFPROBLEM
5
IDENTIFICATIONOF
CAUSES
6
FINDINGOUTTHEROOT
CAUSES
APR'12 MAY'12 JUNE'12 JUL'12
PLAN
1
IDENTIFICATIONOF
PROBLEM
2 SELECTIONOFPROBLEM
3
MEETINGDAY :THURSDAY TEAMNAME: USHAWONDERS
TIME:2:00 TO 3:00 PM STARTED :2 February' 2012
PDCA S# STAGE
PLAN/
ACTUAL
FEB'12 MAR'12

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Tools And Techniques..
QC TOOLS
1
2
3
4
5
6
7
Check Sheet
C & E diagram
Stratification
Graph & Control
charts
Scatter
diagram
Histogram
SrUsed
3
2
1
UsedQC Techniques
MILE STONE
5W-1H Principle
Pareto diagram
5
4 Brain Storming
# DEFECT TOTALMONTH / DEFECT IN PPM
OCT ‘98 MAR ‘99FEB ‘99JAN ‘99DEC ‘98NOV ‘98
1 NOISE 137522198 24302272235023102200
2 CLUTCH ENGAGE 282964212 59444916485449123458
3 SHEAVE TIGHT 120241996 20882400189817921850
4
CLUTCH BEARING
FAILURE
12024730 1976233821309501958
5
CRANK SHAFT
PROBLEM
2950384 86830041424434
6 OTHERS 2954488 169427425400
TOTAL 7200010000 150001250011900131009500
0.047
0.030
0.020 0.020
0.005 0.005
39.7
58.8
75.5
92.2 96.1
0
0.02
0.04
0.06
0.08
0.1
0.12
CLUTCH ENGAGENOISECLUTCH BEARINGFAILURESHEAVE TIGHTCR. SH. PROBLEMOTHERS0
20
40
60
80
100
641632625600
0.1190.131
0.0950.1
0.13
0.15
0.1
0.15
0
0.05
0.1
0.15
Oct '98 Nov '98 Dec'98 Jan 99
0
100
200
300
400
500
600
700
0.000
0.005
0.010
0.015
0.020
0.025
65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80
4
10
18 17
10
5
0
5
10
15
20
25
15.05 15.08 15.11 15.14 15.17 15.2
15000
1250011900
13100
950010000
0
3000
6000
9000
12000
15000
18000
Oct '98Nov '98Dec '98Jan '99Feb '99Mar.99
Sr
WHY WHY Analysis
Data collection

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Any
Questions,
???
Thanks.