TOTAL QUALITY MANAGEMENT UNIT-2 Principles and philosophies of quality management PRESENTED BY N.VIGNESHWARI

Today’s topic Quality circle

QUALITY CIRCLE A quality circle is a group of work-force members, usually from within same work area or doing similar works, who volunteer to meet weekly (on company time) to address quality problems that occur within their work area In other words, a 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 proven 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".

Major Attributes of Quality Circle Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique.

Objectives of Quality Circle: Change in Attitude. From "I don’t care" to "I do care" Continuous improvement in quality of work life through humanization of work. Self Development Bring out ‘Hidden Potential’ of people get to learn additional skills. To provide a supportive atmosphere which encompassed the active involvement of employees in all aspects of the work process To improve quality To increase overall productivity To promote improved communications and teamwork between all levels of the organization To foster the development of employees in the skills of problem solving and management presentations.

Characteristics of quality circles The optimum number of employees in any quality circle is between 6 to 12 The quality circle should have a homogenous group where participation members must be from within the same department of work area The participation of quality circle members should be voluntary. No compulsion or pressure is to be brought on employees to join or not to join the quality circle. The members of the quality circle should themselves identify the problems through various techniques

Quality circles address two types of problems: Those concerned with the personal well-being of the worker (such as working conditions, safety, work relations, housekeeping) Those concerned with the well-being of the company (such as quality and productivity related problems) The members of quality circle should be trained in statistical and other problem-solving tools so that they can identify, analyze and resolve work-related problems. Training and QC activities must be carried out on company time Final recommendations of the QC must be acceptable to management before they are made effective.

Structure of quality circle Steering committee coordinator facilitator Circle leader Circle member

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. Take important decisions at the organisational level. Gives guidelines and directions Extends financial support

Coordinator He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme.

Facilitator He may be a senior supervisory officer. He coordinates the works of several quality circles through the Circle leaders. Responsible for successful operation of the QC Guides and motivates QC members and install a sense of belonging and confidence into QC members Represents the circle in the steering committee Arranges for management presentation Attend circle meetings as an observer

Circle leader Leaders may be from lowest level workers or Supervisors. A Circle leader organizes and conducts Circle activities.

Circle members They may be staff workers. Without circle members the program cannot exist. They are the lifeblood of quality circles. Member is one who voluntarily join other employees in same working area Meets once in a week identify, analyze, resolve, and implementation of recommendation Participate actively in QC discussions and other activities.

The operation of quality circles involves a set of sequential steps as under: Problem identification Problem selection Problem Analysis Generate alternative solutions Select the most appropriate solution Prepare plan of action Implementation of solution

Problem identification: Identify a number of problems Problem identification: Identify a number of problems. Problem selection : Decide the priority and select the problem to be taken up first. Problem Analysis : Problem is clarified and analyzed by basic problem solving methods. Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions. Select the most appropriate solution : Discuss and evaluate the alternative solutions by comparison in terms of investment and return from the investment. This enables to select the most appropriate solution. 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. Present solution to management circle members present solution to management fore approval Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale

Benefits of quality circles Quality circles effects on individuals characteristics Quality circles effects on individual relation with others Quality circles effects on workers and their attitudes toward the company

Quality circles effects on individuals characteristics QCs enables the individual to improve personal capabilities QCs increases the individual’s self respect QCs help workers change certain personality characteristics

Quality circles effects on individual relation with others QCs increases the respect of the supervisor for the workers QCs increases workers understanding of the difficulties faced by supervisors QCs increase management’s respect for workers

Quality circles effects on workers and their attitudes toward the company QCs change some workers negative attitudes QCs reduce conflict stemming from the working environment QCs help workers to understand better the reasons why many problems cannot be solved quickly QCs instill in the worker a better understanding of the importance of product quality.

Limitations of quality circles Participation is not always voluntary in all cases Participation fades away if it lacks the top management’s support No involvement of trade unions

References Total quality management-V.Jayakumar

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