This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements in their work area. The document then discusses the history and origins of quality circles in Japan after World War II. It provides characteristics of quality circles and explains their objectives, how they work, and basic problem solving techniques used. The document also outlines advantages and limitations of quality circles and includes a case study example of a quality circle implemented in an organization.

1. A
Presentation on
QUALITY CIRCLE
Submitted to: Submitted by:
Dr. A. Bhardwaj Padmadhar Garg
(2011pme5258)

2. INTRODUCTION
People are the greatest assets of an
organization, because, through people all other
resources are converted into utilities. However,
management of ‘People Resources’ has always been
a vexed problem ever since the beginning of
organized human activities. A number of
managerial responses have been developed to
answer this question.
Quality Circle -A way to Quality
Improvement

3. Quality Circle is a small group of 6 to 12 employees
doing similar work who voluntarily meet together on a
regular basis to identify improvements in their
respective work areas using various techniques for
analyzing and solving work related problems coming in
the way of achieving and sustaining excellence leading
to mutual upliftment of employees as well as the
organization. It is "a way of capturing the creative and
innovative power that lies within the work force―
DEFINITION

4. After the Second World War Japanese economy was in the
doldrums. Seeing this disastrous effect of war, Americans decided
to help Japan in improving the quality standards of their products.
General Douglas Mac Arthur who, at that time, was the
commander of the occupational forces in Japan took up the task
of imparting quality awareness among Japanese to help them
improve their products and the reliability of manufacturing
systems including men, machine and materials. Thus, by 1975,
they were topping the world in quality and productivity. This
astonishing and unique achievement in modern history became an
eye – opener to the world. Industrialists and politicians from all
over the world started visiting Japan to know how they have
achieved such magical results in such a short span. The answer to
this was painstaking and persevering efforts of the Japanese
leaders and workers and the development and growth of the
philosophy of small working groups.
GENESIS OF QUALITY CIRCLES

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. 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:
•Quality Circle is a form of participation management.
•Quality Circle is a human resource development
technique.
•Quality Circle is a problem solving technique.
CONCEPT

7. 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.
OBJECTIVE

8. 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
– Volunteers
– Set Rules and Priorities
– Decisions made by Consensus
– Use of organized approaches to Problem-Solving

9. The Japanese description of the
effectiveness of a quality circle is
expressed as:
• It is better for one hundred people to take one step
than for one person to take a hundred

10. 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 and administers the program.
Who works for Quality
Circles?

11. .
Circle leader : Circle leader may be from lowest
level supervisors. A circle leader organise and
conduct circle activities.
Circle members : They may be staff workers.
Without circle members the program cannot
exist. They are the lifeblood of quality circles.
They should attend all meetings as far as
possible, offer suggestions and ideas, participate
actively in group process.The roles of Steering
Committee and Circle members are well
defined.

12. Advantages:
• Product improvement
• Customer satisfaction
• efficiency savings
• financial savings
• improved company performance
• reduced customer complaints
• reduced wasted
• reduced error
• increased accuracy

13. 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.

14. 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.
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 .
PROCESS OF OPERATION

15. The following techniques are most commonly used to
analyze and solve work related problems.
lBrain storming
lPareto anaysis
l Cause & Effect Analysis
l Data Collection & Analysis
BASIC PROBLEM SOLVING TECHNIQUES

16. Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to make
decisions
Problems with Quality Circles

17. Case Study
• This study was conducted by selecting a problem
concerning with the material loss in workshop of
University Polytechnic, AMU by forming a quality
circle.
• The production involves manufacturing of crankshaft,
spindle and metallic numerals in the machine and
fitting shop.
• The operation involves in producing the above
products comprises of various methods of
manufacturing such as facing, drilling, filling, cutting,
shaping, threading etc. The operations of these quality
circle as given below realize the impact of quality
circle.

18. Case Study
a) Name of the organization : Workshop,
University Polytechnic, AMU,Aligarh
b) Number of circle : 01 (one)
c) Section where the circle is : Machine and
fitting shop operating
d) Number of meetings held : 10 (ten)

19. 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.

20. Formation of Quality Circle

21. • There were differences in the actual and expected
material consumption.
• Table 1 gives the detail of material consumption for
the year 1999 to 2000, before implementation of
quality circle, and
• Table 2 shows the detail of material consumption for
the year 2000 to 2001 after implementing quality
circle.
• After various discussion and brain storming sessions
following causes related to man, machine, material
and methods were located.

22. Table 1 Details of material consumption for the year
July 15,1999 to March 31, 2000 (before implementing
quality circle)
ITEAMS SPECIFICATIONS MATERIAL
CONSUMPTION PER
YEAR, Kg
MATERIAL
LOSS IN
MACHINING
MATERIA
L LOSS
EXPECTED ACTUAL Kg Rs
Mild Steel
Rod
Length, mm : 50
Diameter, mm : 3
Carbon, % : 0.01
Harden cold rolled
210 105 105 1785.00
Cast Iron
Block
Length, mm : 50
Width, mm : 50
Thickness, mm : 24
Carbon, % : 2-4
135 75 60 1920.00
Mild Steel
Flat
Length , mm : 75
Width, mm : 48
Thickness, mm : 6
53 30 23 437.00
Total 4142.00

23. Table 2: Details of material consumption for the year
July 15, 2000 to March 31, 2001 (after implementing
quality circle)
ITEAMS SPECIFICATIONS MATERIAL
CONSUMPTION PER
YEAR, Kg
MATERIAL
LOSS IN
MACHINING
MATERIA
L LOSS
EXPECTED ACTUAL Kg Rs
Mild Steel
Rod
Length, mm : 50
Diameter, mm : 31
Carbon, % : 0.01-1
Harden cold rolled
210 150 60 1020.00
Cast Iron
Block
Length, mm : 50
Width, mm : 50
Thickness, mm : 24
Carbon, % : 2-4
135 105 30 960.00
Mild Steel
Flat
Length , mm : 75
Width, mm : 48
Thickness, mm : 6
53 45 8 152.00
Total 2132.00

24. Causes Related to Man
a) Lack of knowledge about the materials
b) Proper instruction not given about the work
c) The materials were cut more than the required
amount
d) Lack of knowledge about the operations
e) Lack of knowledge about handling special
tools

25. Causes Related to Machines
a) Machines not operating at optimum condition
b) Frictional wear of machine parts
c) Problem arising due to misalignment of
machine components
d) Lack of implementation of new and
automatic machines

26. Causes Related to Methods
a) No proper inspection in the machine shop
after the material has been issued from the
store
b) No proper care was taken in storing the
materials
c) Lack of knowledge of improving the existing
method of production

27. Causes Related to Material
a) No proper inspection of the material
dimension before machining.
b) Materials obtained not having the required
composition.

28. Table 3:Saving in the material wastage for the
year 2000-2001
Material Wastage
before Implementing
Quality Circle, Rs
Material Wastage after
Implementing
Quality Circle, Rs
Savings
Amount
Rs 1 year
4142.00 2132.00 2010.00

29. 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.

30. DISCUSSION AND
CONCLUSION cont…
• Table 4 shows a percentage of contribution of various
factors that led to material loss in the given order.
• The various reason or causes of each factor were
determined and shown in Ishikawa diagram (Fishbone
diagram).
• The causes and effect were obtained by calling various
quality circle meetings (ten) through brainstorming
session and discussion. And hence these factors led to the
result of the present study in the following order:
Man, Machine, Method, Material

31. Table 4: percentage of contribution of
various factors
Reason / Cause Percentage, % Cumulative, %
Man 35.5 35.5
Machine 28.6 64.3
Methods 21.4 85.7
Materials 14.3 100

32. CONCLUSION
• 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.
• This change revealed that quest for quality service is in
the hand of all employees.
• The sustenance of success will lead to total quality
improvement emerging as a centre of excellence of its
own in any small enterprise.

33. Pareto diagram

34. Figure 3 Pie chart (effectiveness of process
variable on material wastages)

35. Ishikawa Diagram (Fishbone
Diagram)

36. References
• Statistical Quality Control : M.Mahajan
• Impact of Quality Circle—a Case Study :By F Talib ,
M Ali
• Employer-Employee Based Quality Circles in Japan:
Human Resource Policy Implications for American
Firms Author(s): George Munchus, III
• Quality Circle as an Effective Management Tool :A
Case Study of Indira College of Engineering &
Management Library

37. Thank You