Qcfi Que Set 4 Theory & Questions by Judges

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QCFI QUESTION & ANSWERS BANK

SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

History of Quality Circle

Quality circles were originally associated with Japanese management and manufacturing techniques. The introduction of quality circles

in Japan in the postwar years was inspired by the lectures of W. Edwards Deming (1900-1993), a statistician for the U.S. government

Deming based his proposals on the experience of U.S. firms operating under wartime industrial standards. Noting that American

management had typically given line managers and engineers about 85 percent of the responsibility for quality control and line workers

only about 15 percent, Deming argued that these shares should be reversed. He suggested redesigning production processes to more

fully account for quality control, and continuously educating all employees in a firm — from the top down — in quality control techniques

and statistical control technologies. Quality circles were the means by which this continuous education was to take place for production

workers.

Compete History of Evolution of Quality Circles

1947: General Douglas McArthur requested US Govt to send experts to help Japanese rejuvenate their industries. Dr Edward Deming

was sent.

1949: An Overseas Technical Research Committee was organized by the Union of Japanese Scientists and Engineers (JUSE)

1949: JUSE organized a seminar on “SQC”

1949: JUSE organized a seminar “Quality Control- Basic Course”

1950: JUSE published a magazine “SQC”

1950: Dr Deming invited to eight day Quality Control seminar organized by JUSE

1951: Deming prize instituted

1954: Dr Joseph Juran invited to Quality Control Management seminar organized by JUSE

1956: Japan’s radio started broadcasting a Quality Control Course organized by JUSE

1960: Japanese Govt declared November as Quality Month and Q-flag was adopted

Quality Control Circles (Japan)

1962: First QC Circle was registered with QC Circle Head Quarters

1962: First annual QC Conference for Foremen was held

1964: Regional chapters of QC Circles were organized in four different districts

1966: Dr Juran observed Japanese QC Circle activities

1966: Special QC Circle session was organized at the 10th conference of European Organization for Quality Control held in

Stockholm, Sweden

1967: Number of registered QC Circles grew to 10000

1968: JUSE dispatched the first QC Circle Study Team overseas

1969: Registered Circles grew to 20000

1969: 100th QC Circle Conference was held in Tokyo


1971: JUSE organized the first QC Circle seminar


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

1971: 200th QC conference was held

1971: Registered QC Circles grew to 40000

1971: First National QC Circle Conference was held in Tokyo

1972: Regional Circles grew to 50000

1973: 300th QC Circle Conference was held

1974: Registered circles grew to 60000

1974: 400th QC Circle conference was held

1975: Registered Circles grew to 70000. 500th Conference was held

1977: Registered Circles grew to 80000. 700th Conference was held


1978: First international QC Circle Convention was held

1979: 800th QC Circle Conference was held

1979: Registered QC Circle Conference numbered 100000

1980: 900th Conference was held

1981: International QC Circle Convention was held

1985: Third International QC Circle Convention was held

1988: More than one million Circles with over ten million members

Quality Circles (Other than Japan)

1974: Lockheed Company, USA started Quality Circle movement

1977: International Association of Quality Circles (IACC) was formed in USA

1980: 230 companies in USA had Quality Circles

1983: There were more than 500,000 known Quality Circles active in the world

Quality Circles (India)

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

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

1983: Tata Motors (formerly Telco) started Quality Circles, by 1985 they had more than 400 Circles

1985: BHEL had 1411 Circles covering around 13362 members


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Process of Operation of Quality Circles

PDCA CYCLE


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Structure of Quality Circles Program

Six Basic Elements

1.

Top management.

2.

Steering Committee

3.

Facilitators

4.

Leaders

5.

Members.

6. Non members

Problem Solving Tools and Techniques Used by Quality Circles

Given below are the most commonly used tools and techniques. These are called the old QC tools:

Brainstorming.

Pareto analysis.

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

Histogram.

Scatter diagram

Stratification

Check sheet

Control charts and graphs

New QC Tools

Quality circles started using additional seven tools as they started maturing. These are:

1.

Relations diagram.

2.

Affinity diagram.

3.

Systematic diagram or Tree diagram.

4.

Matrix diagram.


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

5.

Matrix data analysis diagram.

6. PDPC (Process Decision Program Chart).

7. Arrow diagram.

Explanation:

Relations diagram.

Relations Diagram (or Interrelationship Digraph) Relations Diagrams are drawn to show all the different relationships between factors,

areas, or processes. Why are they worthwhile? Because they make it easy to pick out the factors in a situation which are the ones whichare driving many of the other symptoms or factors. For example, a relations diagram of urban poverty might start out something like

this:

Instead of one item following another in a logical sequence, each item is connected to many other pieces, showing that they have an

impact on each one. Once all the relevant connections between items have been drawn, the connections are counted. Those with the

most connections will usually be the most important factors to focus on.

While the relations diagram is one of the 7 New QC Tools described in the Japanese classic “Management, it is less frequently used

than some of its stalemates. However, in a fairly tangled situation, it is a powerful means of forcing a group to map out the interactions

between factors, and usually helps bring the most important issues into focus.

To create a Relations Diagram:

1. Agree on the issue or question.

2. Add a symbol to the diagram for every element involved in the issue.

3. Compare each element to all others. Use an "influence" arrow to connect related elements.

4. The arrows should be drawn from the element that influences to the one influenced.

5. If two elements influence each other, the arrow should be drawn to reflect the stronger influence.

6. Count the arrows.

7. The elements with the most outgoing arrows will be root causes or drivers.

8. The ones with the most incoming arrows will be key outcomes or results.


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Affinity diagram:-

The affinity diagram is a business tool used to organize ideas and data. It is one of the Seven Management and Planning Tools.

The tool is commonly used within project management and allows large numbers of ideas stemming from brainstorming [1] to be sorted

into groups for review and analysis.

The affinity diagram was devised by Jiro Kawakita in the 1960s [3] and is sometimes referred to as the KJ Method.

PROCESS:

Record each idea on cards or notes

Look for ideas that seem to be related

Sort cards into groups until all cards have been used.

Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis. Once

completed, the affinity diagram may be used to create a cause and effect diagram.

Affinity diagrams can be used to:

Draw out common themes from a large amount of information

Discover previously unseen connections between various ideas or information

Brainstorm root causes and solutions to a problem

Because many decision-making exercises begin with brainstorming, this is one of the most common applications of affinity diagrams

After a brainstorming session there are usually pages of ideas. These won't have been censored or edited in any way, many of them wil

be very similar, and many will also be closely related to others in a variety of ways. What an affinity diagram does is start to group the

ideas into themes.

From the chaos of the randomly generated ideas comes an insight into the common threads that link groups of them together. From there

the solution or best idea often emerges quite naturally. This is why affinity diagrams are so powerful and why the Japanese Union of

Scientists and Engineers consider them one of the "seven management tools."

Affinity diagrams are not the domain of brainstorming alone though. They can be used in any situation where:

The solution is not readily apparent

You want to reach a consensus or decision and have a lot of variables to consider, concepts to discuss, ideas to connect, or

opinions to incorporate

There is a large volume of information to sort through

http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Toolshttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Affinity_diagram#cite_note-0http://en.wikipedia.org/w/index.php?title=Jiro_Kawakita&action=edit&redlink=1http://en.wikipedia.org/wiki/Affinity_diagram#cite_note-2http://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Affinity_diagram#cite_note-2http://en.wikipedia.org/w/index.php?title=Jiro_Kawakita&action=edit&redlink=1http://en.wikipedia.org/wiki/Affinity_diagram#cite_note-0http://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Here is a step-by-step guide to using affinity diagrams along with a simple example to show how the process works.

Systematic diagram or Tree diagram:-

The systematic diagram, also known as the tree diagram, maps out in increasing detail the paths and tasks that must be accomplished to

achieve a goal. It looks somewhat like an organizational chart or a family tree.

Steps for constructing the Systematic Diagram are:

1.

Agree on the problem statement.

2.

Team members brainstorm ideas that help them better understand the problem. Ask questions such as "What must happen to

achieve?" and "What causes that?"

3. Each item should then be evaluated to see if it is something that you can take action on. You may code the ideas by placing a

number or a symbol on each actionable item, a different symbol on ideas that require more information to determine if they are

actionable or not, and yet a different symbol on those ideas that you cannot take action on. Look at these thoroughly prior to

making them as not actionable.

4. Place the problem statement on the left side of the paper or other surface on which you will work.

5. Locate the cards that are most closely related to the problem to the immediate right of the problem statement.

6. Brainstorm for new ideas to explain the idea cards placed on the systematic diagram. As the team concurs with these new ideas

they should be placed to the right of the idea to which they apply.

7.

Continue to repeat steps 5 and 6 until there are sufficient ideas that, if all are accomplished, a solution to the problem will be

reached.

Matrix diagram:-

A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or issues in the form of a table (matrix). A

relationship is indicated at each intersection of rows and columns as present or absent. The matrix diagram shows the relationship

between two, three or four groups of information. It also can give information about the relationship, such as its strength, the roles played

by various individuals or measurements.

It is a tool used for clarifying problems by “Thinking Multi-dimensionally”. It consists of a two-dimensional array to determine location

and nature of problem. Tree diagram needs to be constructed before moving to Matrix diagram. The output (Means) of tree diagram are

required to put in Y axis of Matrix and on X axis.

Types of Matrix Diagram

There are a number of different shapes of matrix for comparing more than the basic two lists. There are Six different shaped matrices

possible: L, T, and Y, X, C and roof-shaped, depending on how many groups must be compared.

.

L-shaped matrix relates two groups of items to each other (or one group to itself).

.

T-shaped matrix relates three groups of items: groups B and C are each related to A. Groups B and C are not related to each other.

.

Y-shaped matrix relates three groups of items. Each group is related to the other two in a circular fashion.


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

.

C-shaped matrix relates three groups of items all together simultaneously, in 3-D.

.

X-shaped matrix relates four groups of items. Each group is related to two others in a circular fashion.

.

Roof-shaped matrix relates one group of items to itself. It is usually used along with an L- or T-shaped matrix.

PDPC (Process Decision Program Chart):-

The process decision program chart systematically identifies what might go wrong in a plan under development. Countermeasures are

developed to prevent or offset those problems. By using PDPC, you can either revise the plan to avoid the problems or be ready with

the best response when a problem occurs.

When to Use PDPC

Before implementing a plan, especially when the plan is large and complex. When the plan must be completed on schedule.

When the price of failure is high.

PDPC Procedure

1.

Obtain or develop a tree diagram of the proposed plan. This should be a high-level diagram showing the objective, a second

level of main activities and a third level of broadly defined tasks to accomplish the main activities.

2.

For each task on the third level, brainstorm what could go wrong.

3.

Review all the potential problems and eliminate any that are improbable or whose consequences would be insignificant.

Show the problems as a fourth level linked to the tasks.

4.

For each potential problem, brainstorm possible countermeasures. These might be actions or changes to the plan that would

prevent the problem, or actions that would remedy it once it occurred. Show the countermeasures as a fifth level, outlined in

clouds or jagged lines.

5. Decide how practical each countermeasure is. Use criteria such as cost, time required, ease of implementation and

effectiveness. Mark impractical countermeasures with an X and practical ones with an O.

http://asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.htmlhttp://asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

ARROW DIAGRAM:-

An arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows. It is used

for scheduling activities in a project plan.

The precedence relation between activities is represented by circles connecting to one or more arrows. The length of the arrow

represents the duration of the relevant activity.

Sometimes a "dummy task" is added, to represent a dependency between tasks, which does not represent any activity.

EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA

. BHEL -1980 – Mr.S.R.Udapa (GM Operations) 1st Indian to start quality circle

.

Hero Honda motors “Sunrise Quality circle”

.

Lucas TVS, Chennai “honey bee quality circle”

. Tata Refectories (located in orissa) “Niharika quality circle” (saved Rs.4000 p.a)

.

Kudhremukh –Iron Ore Plant (located in Karnataka) “Soorthy Quality Circle

.

XEROX one of the most well-known firms in the world has benefitted from it.

. Xerox reduced waste production by 65000 tons annually-with the help of Quality Circles.

.

United Airlines – one of the largest carriers in the USA

Quality circles at UA helped tackle the issue of no-shows and sick leaves.

Result: Sick leaves were down by 17% and UA could save 18.2 million dollars

Some successful example of Quality Circle in Indian Industries:

Hero Honda Motors

Has promoted the ‘Sunrise Quality Circle ‘and solve the problem of unsuccessful indicators supplied by a local manufacturer. The

indicators would always fail in the field of operation endangering the riders of Honda bikes and bringing Down the Company’s

reputation. The Sunrise QC tackled the problem after an investigation wherein the members found that the indicators failed due to a gap

in the contact points. A few changes in the angle of the piece concerned and use of foolproof tools led to saving Rs. 80,000 per year. Italso helped in increasing customer satisfaction and improving the reputation of the company.

The TATA Refractories Limited

Belpahar, Orissa, has promoted the ‘Niharika QC’. The sweepers found that using brush fibrebristle was more effective in cleaning of

oil spills in the maintenance department where they worked Re- using of plastic brush fibers from Toyota Vacuum cleaner of the

department enabled them to save Rs. 4000 per annum besides leading to better housekeeping and safe working conditions

http://en.wikipedia.org/wiki/Project_planhttp://en.wikipedia.org/wiki/Project_plan


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Example of Quality Circle Programmes in India

• BHEL-’Navratna’ PSU one of the largest PSU’s in INDIA .

• BHEL’s Tiruchirapalli Plant: A large heavy engineering units manufacturing boilers and an entire range of equipment’s

required for a thermal power unit.

• BHEL- pioneer in implementing QC’s in INDIA. Introduced it in 1981. Introduced in 1984 at the Tiruchirapalli Plant.

• BHEL -1980-Mr. S.R.Udapa (G.M.operations)

1st Indian to start quality circle.

OBJECTIVES:

Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range.

FUNCTIONS:

1.

Preparations of QC manual

2.

Preparations of quality plan for various products

3.

Formation of annual quality implementations plan.

Questions by Judges after Presentation in QC Convention

Answering Questions – 20 Marks

Judges may ask up to 5 questions, objective is judging team members involvement / knowledge w.r.t. project

and problem solving tools / process etc.

Normally Judges are expected to ask questions from the question bank or more or less of the same level considering the background of

members.

Guidelines for judges are:

Ask maximum two questions from one member. You may choose three members from respective circle to answer the questions in

turn.

This is to ensure the following:

1.

They know what case study is being presented. We expect each and every one to know the contents of presentation. Your firs

part of questioning should be to find out this aspect. First two or three questions may be related to this.

2.

Knowledge about problem solving process and related tools.

3.

Any technical question related to project.

While asking the questions please do consider the experience of the circle and education level of its members. If needed ask / translate

your question in Hindi.


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

Question Bank

1.

When your circle was formed?

2. Which problem your group has solved through this case study?

3.

What was your contribution in solving this problem?

4.

How many meetings it took for your circle to solve this problem?

5. What are the benefits you got by solving this problem?

6.

When this project was completed?

7.

How many tools you have used for solving this problem?

8. How many problems were identified by your Quality Circle?

9.

How many of them are in A or B or C Category?

10. Which Category Problem a circle should take first? – A Category

11.

Which Category Problem your circle took?

12.

As an individual what intangible benefit you got after joining QC?

13. Which one is Flow Diagram?

14.

Which one is Cause & Effect Diagram?

15.

In a Pareto Diagram the order of columns/ bars is ‘Ascending’ or ‘Descending’?

16. Who is the Father of Quality Circle concept? – Dr K Ishikawa

17.

In which tool you come across ‘vital few’ and ‘useful many’? – Pareto Analysis

18.

What is intangible benefit?

19. What is tangible benefit?

20.

What is hitch-hiking in brain storming?

21. What is Kaizen?

22. What do 5-S stand for?

23.

In which diagram flow lines symbol is used?

24. Do quality circles work only for tangible benefits?

25. What is the other name of PDCA cycle? Deming Cycle

26.

Who gave the technique of brainstorming? Alex Osborn

27.

What the other names of Cause and Effect Diagram? Fishbone Diagram or Ishikawa Diagram

28.

Where in India QC started first? BHEL, Ramachandrapuram

29.

What is stratification?

30. What is the purpose of Flow Diagram in step three of Problem solving process?

Answer right or wrong to the following question:

Wrong


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SAURABH CHOUDHAR

ENGINEER (I.E/M.S

RCFL,Thal

31. Time spent to solve a problem by quality circles should not be less than 3 to 4 months?

32.

Problems, which can be solved in 3-4 weeks, should not be taken by quality circles.

33. Leader is authorized to select members for a Quality Circles.

34.

To identify possible cause’s circles should not use brainstorming.

35.

Cause and Effect diagram is not a tool to show logical relationship between Causes/sub-causes/sub-sub causes and effect.

36. Milestone Chart shows link between problems and causes.

Right

37.

To generate a list of possible solution we must use brainstorming.

38. Stratification is the process of separation of data into categories.

39.

Continuous variable data is obtained by using an instrument or measuring process.

40. Scatter Diagram can be used to find out the strength of relationship between two variables.

KNOWLEDGE TEST – 20 QUALITY CONCEPT ACRONYMS1.

ISO -International Organization for Standardization

2. CFT – Cross Functional Team

3.

CWQC – Company Wide Quality Control

4. DOE – Design Of Experiments

5. EFQM – European Foundation for Quality Management

6.

UCL – Upper Control Limit

7. TPM – Total Productive Maintenance

8.

TQM – Total Quality Management

9.

SMED -Single Minute Exchange of Dies

10. SOP – Standard Operating Procedure (ex: Control Plan)

11.

SPC – Statistical Process Control

12.

CQI – Continuous Quality Improvement

13. CTQ -Critical to Quality

14.

DPMO -Defects Per Million Opportunities

15.

JIT – Just in Time

16. LCL – Lower Control Limit

17.

MBNQA -Malcolm Baldrige National Quality Award

18.

MTBF – Mean Time Between Failure

19. DPC -Process Decision Program Chart

20.

ERT – Program Evaluation and Review Technique
http://thequalityportal.com/q_know02.htmhttp://thequalityportal.com/q_know02.htmhttp://thequalityportal.com/q_know02.htm

Qcfi Que Set 4 Theory & Questions by Judges

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