Isha Manchanda
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Transcript of Isha Manchanda
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Submitted To: Submitted By:
Mr. Gurpreet Singh Abhishek Manchanda
Rajit Kapoor
Tanishq JainSuyash Jain
Puneet Arora
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What are Quality Circles?
How do Quality Circles work?
How they can be used in an organization? Example & Activities
Problems with Quality circles
Summary of History & Practices
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A way of capturing the creative & innovativepower that lies within the workforce.
Voluntary groups of employees who work onsimilar tasks or share an area of responsibility.
They agree to meet on a regular basis todiscuss & solve problem related to work.
They operate on the principle that employeeparticipation in decision making and problem -solving improves the quality of work.
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Characteristics Volunteers
Set rules & priorities
Decision Made by consensus Use of organized approaches to problem solving.
All members of QC need to receiving training
Members need to be empowered
Members need to have the support of SeniorManagement.
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Increase productivity Improve Quality
Boost employee morale
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Through the cumulative process of Education Training
Work Experience Participation Team work / Collective effort Sustaining the motivation
CommitmentTowards
Work Excellence
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QCs are not limited to Manufacturing only QCs are applicable where there is scope for
group based solutions of work relatedproblems
QCs are relevant for factories, firms, schools,hospitals, Universities, Banks, ResearchInstitutes, Govt. Office, Homes etc..
Not limited to the narrow definition of Quality It is concerned with Total Customer Satisfaction
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Type of need Ways in which the need can be met thro QCactivity
1. Stimulation QCs provide important ways to stimulate thought andreduce boredom in work place.
2. Security Through QCs employees can demonstrate their valueto the organization and improve productivity there bymaking important and necessary contribution to theirjobs.
3. Socialbelonging
QCs provide an accepted social structure. Teambuilding & acceptance are part of QC training.
4. Esteem Successful QC projects receive recognition andgenerate respect for the talent and expertise of theindividual members as well as the team.
5. SelfActualization
QCs combine opportunities to use knowledge,judgment and creativity, with the freedom to decidehow to contribute.
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SteeringCommittee
Co-ordinator
Q. C.Facilitator
Q. C.Facilitator
Q. C.Facilitator
CircleLeader
CircleLeader
CircleLeader
Circle
Member
Circle
Member
Circle
Member
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ProblemIdentification
ProblemSolution
ProblemAnalysis
GenerateAlternative
Solution
ImplementThe
Solution
PresentSolution to
Management
PreparePlan of
Action
SelectBest
Solution
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1. Keep focus at all the times on organizationalproblems/objectives related to the work.
2. Not press for inclusion of personal problems.
3. Demonstrate mutual respect.
4. Offer views, opinions and ideas freely and voluntarily in
problem solving.5. Attempt all meeting except when unavoidable.
6. Contribute to finding solutions to problems.
7. Contribute to implementing solutions.
8. Attend training seriously with a receptive attitude.
9. Acquire skills to contribute to the problem solvingactivities of the circle.
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The organization can accomplish one or more of thefollowing advantages by establishing Quality Circle:
Promote high level of productivity and quality-mindedness.
Self and mutual development pf employees.
Creating team spirit and unity of action.
Increased motivation, job satisfaction and pride in theirwork.
Reduced absenteeism and labour turnover. Developing sense of belongingness towards a particular
organisation.
Waste Reduction.
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The overall productivity may decrease initially.
A large investment of time and money may be required.
The chance of errors increases initially.
Quality circles may threaten traditional authority structure.
Changes in system and control may become necessary.
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A team is a group in which memberswork together intensively to achievea common group goal.
Quality Teams
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Accomplish tasks an individual
cannot
More brains more solutions
Detect Flaws in Solutions
Build a Workplace Community
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Quality Circles
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Appointed and structured topursue a specific task.
Assigned group roles.
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Member appointmentDelegated authority, delegatedresponsibilities
Serve organizational interestsBased on rational & work relatedneeds
Have to provide externalmotivation
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Quality Circles
Emerge naturally in response toorganizational or memberinterests
Include emergent group roles
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Develop spontaneouslyCan serve organizational and/orpersonal interests
Are based on personal, social &emotional needs
Develop through internalmotivation
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OrientationForming
I
Newly formedteams
Confrontation
StormingII
Differentiation
Norming
III
AdjourningV
CollaborationPerforming
IVMature teams
Stages of Group
Development
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Task function roles Maintenance behaviour Self-interest behaviour
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Initiating Information seeking Information givingClarifying ideas Bringing closureConsensus testing
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Encouraging Improving group atmosphereHarmonizingCompromisingGate-keeping Standard setting
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Dominating & controllingBlockingManipulatingBelittlingSplitting hairs