OD - Quality Circle

8/3/2019 OD - Quality Circle

1/17

Presentation by Sandeep Kalkeri

Roll no. 28

Subject Organization

Development

Topic Quality Circles


2/17

The concept behind quality circles is widely believed to havebeen developed in Japan in 1962 by Kaoru Ishikawa as amethod to improve quality, though it is also argued that thepractice started with the United States Army soon after 1945,whilst restoring the war torn nation, and the Japaneseadopted and adapted the concept and its application.

Japanese nomenclature: Quality Control Circles (QCC),generally now known as Quality Circles (QC) or some call it asSmall Group Activity (SGA).

1974: Lockheed Company, USA started Quality Circlemovement.

1977: International Association of Quality Circles (IACC) wasformed in USA.

1980: BHEL, Hyderabad first in India to start Quality Circles.

1982: Quality Circle Forum of India (QCFI) was founded.


3/17

Quality Circles are (informal) groups of employeeswho voluntarily meet together on a regular basis toidentify, define, analyze and solve work related

problems.Usually the members of a particular team (qualitycircle) should be from the same work area or whodo similar work so that the problems they selectwill be familiar to all of them. In addition,

interdepartmental or cross functional quality circlesmay also be formed.

An ideal size of quality circle is seven to eightmembers. But the number of members in a quality

circle can vary.


4/17

Small Groups

Action Circles

Excellence Circles

Human Resources Circles

Productivity Circles


5/17

Promote job involvement

Create problem solving capability

Improve communication

Promote leadership qualities

Promote personal development

Develop a greater awareness for cleanliness

Develop greater awareness for safety

Improve morale through closer identity of employee objectiveswith organization's objectives


6/17

Reduce errors.

Enhance quality

Inspire more effective team work

Build an attitude of problem prevention

Promote cost reduction

Develop harmonious manager, supervisor and worker relationship

Improve productivity

Reduce downtime of machines and equipment

Increase employee motivation


7/17

Meetings are important part of quality circle's working.

Meetings are attended by all the members of thequality circle.

In general, meetings take place once a week or oncein a fortnight.

Each meeting lasts for approximately one hour, thoughvariations are possible.

Apart from the frequency of the meetings, what isimportant is the regularity of the meetings.


8/17

Any of the several activities may occur during ameeting such as:

Identifying a theme or a problem to work on.

Getting training as required to enable members toanalyze problems.

Analyzing problem(s).

Preparing recommendations for implementingsolution(s).

Follow up of implementation of suggestions.

Prepare for a presentation to the management.


9/17

Quality Circles do not tackle just quality problems.

Quality Circle is not a substitute or replacement fortask forces, product committees, joint plant councilsor works committees, quality assurance department,

suggestion schemes.

Quality Circles do not change the existingorganizational structure or the chain of command.

Quality Circles are not a forum for grievances or a

spring board for demands.

Quality Circles are not a means for the managementto unload all their problems.

Quality Circles are not just another technique.

Quality Circles are not a panacea for all ills.


10/17

Lack of faith in and support to Quality Circle activitiesamong management personnel

Lack of interest or incompetence of leaders/facilitator

Apathy, fear and misunderstanding among middle level

executives

Delay or non-implementation of Circle recommendations

Irregularity of Quality Circle activities

Non-application of simple techniques for problem solving Lack of or non-participation by some members in the Circle

activities


11/17

Circles running out of problems

Antagonism of non-members towards Quality Circle operations

Inadequate visibility of management support

Complexity of problems taken up

Non-maintenance of Quality Circle records

Too much facilitation or too little

Language difficulty in communication

Communication gap between Circles and departmental head

Change of management

Confusing Quality Circle for another technique

Resistance from trade unions


12/17

Attend all meetings and be on time.

Listen to and show respect for the views of other members.

Make others feel a part of the group.

Criticize ideas, not persons.

Help other members to participate more fully.

Be open to and encourage the ideas of others.

Every member is responsible for the teams progress.

Maintain a friendly attitude.

Strive for enthusiasm.

The only stupid question is the one that is not asked.


13/17

Look for merit in the ideas of others.

Pay attention- avoid disruptive behavior.

Avoid actions that delay progress.

Carry out assignments on schedule.

Give credit to those whom it is due.

Thank those who give assistance.

Do not suppress ideas- do express. Objectives and causes first, solutions next.

Give praise and honest appreciation when due.

Ideas generated by the group should not be used as

individual suggestions to suggestion scheme.


14/17

Brainstorming.

Cause and effect diagram (or fish bonediagram or Ishikawa diagram).

Pareto analysis.

The PDCA-Deming wheel - Plan, Do,Check, Act, as described by W. EdwardsDeming.


15/17

Self development.

Promotes leadership qualities among participants.

Recognition.

Achievement satisfaction.

Promotes group/team working.

Serves as cementing force between management/non-

management groups. Promotes continuous improvement in products and

services.

Brings about a change in environment of more

productivity, better quality, reduced costs, safety andcorresponding rewards.


16/17

At Penn State University in 1983, a QualityCircle was formed by Professor Hirshfield, aProfessor of East Asia History.

Selected 8 Students from a large lectureclass

Resulted in increased involvement from theclass


17/17

Thank you

OD - Quality Circle

Documents

Transcript of OD - Quality Circle