Quality Circle A way to Quality

Improvement

Things to learn about QC

Definition
Concept
Objectives
Who works for QC?
How it works?
Training
Launching
Process of operation
Advantages
Limitations
Conclusion

Most Important Asset

Q. What is the most important ASSET of an
organisation?
A. PEOPLE
Q. Why?
R. Because through them all other resources are
converted into utilities.
Through various surveys we have got to know that
the efficiency of this asset has not been utilised
properly till date in various organisations.

Q. So What is the solution?

A. One of the solution is QUALITY CIRCLE.

Q. Now the question Arises, What is QC?

Definition
It is a small group of minimum 4 and Maximum 12
employees doing similar work.
Meet together voluntarily on a regular basis to identify
improvements in their respective work area.
Use proven techniques for analysis and work related
problem.
To achieve and sustain excellence leading to mutual
upliftment of employees as well as organisation.
It is a way of enhancing the creative and innovative power
that lies within the work force.

Example...
When the battery life of the miniature flashlights
was not up to expectations, the CEO of the
coleman company (an american company that
specializes in outdoor recreation products,
especially camping gears) created a quality circle
of his best engineers to figure out how to resolve
the problem as quickly as possible.

Concept
It is based upon the human resource
management considered as one of the key factors
in the improvement of product quality and
productivity.
It 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.

Objective
The objectives of quality circle are:
Change in attitude
- From I dont care to I do care
- continuous improvement in quality of work
Self Development
- to bring the hidden potential of the people
- they get to learn additional skills

 Development of team spirit

- Individual Vs Team - I could not do but we
did it
- It eliminates inter departmental conflicts.
Improved organisational culture
- Positive working environment
- total involvement of people at all levels.
- Higher motivational level.

Who works for Quality Circles?

A steering committee:
-

headed by a senior executive

Includes representatives from the top management personnel
Includes HR development people.
Establishes policy, plans and directs the program
meets usually once in a month.

Co-ordinator:
- He may be a Personnel or Administrative officer who coordinates and supervises the work of the facilitators and
administers the program.

 Circle leader:
- Circle leader may be from lowest level supervisors.
- A circle leader organize and conduct circle activities.

Circle members:
-

They may be staff workers.

Without circle members the program cannot exist.
They are the lifehood of quality circles.
They should attend all meetings as far as possible,
suggest ideas, solutions and participate in all activities.

How it works?
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

Training
For better implementation of Quality Circle
concept appropriate training to different sections
of employees needs to be given.
Each group must know the commitment,
implications and the benefits of Quality Circle.
The training includes

Brief orientation programme for top management

Programme for middle level executives.
Training of facilitators.
Training for Circle leaders and members.

How to Launch QC
For taking initiative to launch QC involves
following steps:
Expose middle level executives to the concept
Explain the concept to the employees and invite
them to volunteer as members of quality circles.
Nominate senior officers as facilitators.

 Form a steering committee.

Arrange training of co-ordinators including
approach, implementation, techniques and
operation.
A meeting should be fixed preferably one hour a
week for the quality circle to meet.
Formal inauguration of QC.
Arrangement of necessary facilities for QC
meetings and its operation.

Process of operation

Problem identification
Problem selection
Problem analysis
Generate alternative solutions
Select the most appropriate solution
Prepare plan of action
Present solution to management circle members
Implementation of solution

Advantages of QC
Increase Productivity
Improve Quality
Boost Employee Morale

Limitations of QC

Inadequate Training
Unsure of purpose
Not truly Voluntary
Lack of Management Interest
QCs are not really empowered to make decisions

Conclusion
Not limited to manufacturing firms only.
Applicable to different organisations where there
is a scope for group based solution for work
related problems. Examples factories, schools,
firms, hospitals, banks, governments, etc.

THANK YOU