1. QUALITY CIRCLES

2. Overview  Summary of History and Practices  What are Quality Circles?  How Do Quality Circles Work?  Formation of Quality Circles  Requirements of Quality Circle  How Can They be Used in an Organization?  Example and Activity  Problems with Quality Circles

3. Summary of History and Practices Quality Circles were first seen in the United States in the 1950’s Quality Circles were first seen in the United States in the 1950’s Circles were developed by Dr, Kaoru Ishikawa in Japan in the 1960’s Circles were developed by Dr, Kaoru Ishikawa in Japan in the 1960’s Circles were re-exported to the US in the early 1970’s Circles were re-exported to the US in the early 1970’s

4. Summary of History and Practices (continue) 1980’s brought Total Quality Management and a reduction in the use of Quality Circles 1980’s brought Total Quality Management and a reduction in the use of Quality Circles Quality Circles can be a useful tool if used properly Quality Circles can be a useful tool if used properly

5. Inspection (1950’s) Quality Control (1960’s) Quality Assurance (1970’s) Total Quality (1980’s) “World Class” Zero Defect, Customer Focus, Quick Response (1990’s) 2000’s ? Summary of History and Practices (continue)

6. What is a Quality Circle? Voluntary groups of employees who work on similar tasks or share an area of responsibility. Voluntary groups of employees who work on similar tasks or share an area of responsibility. They agree to meet on a regular basis to discuss & solve problems related to work. They agree to meet on a regular basis to discuss & solve problems related to work. They operate on the principle that employee participation in decision-making and problem-solving improves the quality of work. The reduction, by their efforts, of the countless number of problems which impede the effectiveness of their work They operate on the principle that employee participation in decision-making and problem-solving improves the quality of work. The reduction, by their efforts, of the countless number of problems which impede the effectiveness of their work Encourage circles to elect their own leaders towards the end of the training period. Encourage circles to elect their own leaders towards the end of the training period.

7. Frequency and duration of meetings is set by the group Frequency and duration of meetings is set by the group Japanese experience indicated that 95% of the problems in the workshop can be solved through QC Tools Japanese experience indicated that 95% of the problems in the workshop can be solved through QC Tools What is a Quality Circle? (continue)

8. The Japanese description of the effectiveness of a quality circle is expressed as: “It is better for one hundred people to take one step than for one person to take a hundred’

9. How Do Quality Circles Work? All members of a Circle need to receive training All members of a Circle need to receive training Members need to be empowered Members need to be empowered Members need to have the support of Senior Management Members need to have the support of Senior Management Characteristics Characteristics Volunteers Volunteers Set Rules and Priorities Set Rules and Priorities Decisions made by Consensus Decisions made by Consensus Use of organized approaches to Problem-Solving Use of organized approaches to Problem-Solving

10. Formation of Quality Circles Start on the Floor Start on the Floor Base Circle on Training Base Circle on Training Allow the Circle to Form Itself Allow the Circle to Form Itself Do The Training Properly Do The Training Properly Support with Information Required Support with Information Required Provide Skills and Experience Provide Skills and Experience

11. Requirements of Quality Circles Management Support Management Support Training Training Recognition System Recognition System

12. How Can They be Used in an Organization? Increase Productivity Increase Productivity Improve Quality Improve Quality Boost Employee Morale Boost Employee Morale

13. The Premise of Quality Circles Much of the trouble originated between management and floor Much of the trouble originated between management and floor Operators were frequently well aware of the cause of quality problems and, with modern standards of education, often knew how to cure them Operators were frequently well aware of the cause of quality problems and, with modern standards of education, often knew how to cure them

14. The Benefits of Quality Circles A Direct Pay-off (cost/benefits) A Direct Pay-off (cost/benefits) An Operator To Manager Dialogue (involvement, participation, communication) An Operator To Manager Dialogue (involvement, participation, communication) A Manager To Manager Dialogue (awareness) A Manager To Manager Dialogue (awareness) An Operator to Operator Dialogue (attitudes) An Operator to Operator Dialogue (attitudes) The Personal Development of the Participants The Personal Development of the Participants

15. Inadequate Training Inadequate Training Unsure of Purpose Unsure of Purpose Not truly Voluntary Not truly Voluntary Lack of Management Interest Lack of Management Interest Quality Circles are not really empowered to make decisions. Quality Circles are not really empowered to make decisions. Reasons for failure of Quality Circles

16. Reasons for failure of Quality Circles (continue) They have not had enough training They have not had enough training They have not been given sufficient autonomy They have not been given sufficient autonomy The Quality Circles have been started in isolation and not part of a wider programme of Company-wide Continuous Improvement The Quality Circles have been started in isolation and not part of a wider programme of Company-wide Continuous Improvement

17. QUALITY IMPROVEMENT TEAMS

18. Team formed where there is a specific problem whose solution is unlikely to reside in a single department and which is large enough to justify the establishment of a team to resolve the problem Team formed where there is a specific problem whose solution is unlikely to reside in a single department and which is large enough to justify the establishment of a team to resolve the problem For example (the combined actions of Production, Testing, Technical Departments as well as the Supplier for persistent equipment breakdown) For example (the combined actions of Production, Testing, Technical Departments as well as the Supplier for persistent equipment breakdown)

19. CHARACTERISTICS OF QITS Set up by management Set up by management Inter-departmental Inter-departmental Group is usually formed to resolve a problem identified by others Group is usually formed to resolve a problem identified by others Team is usually disbanded once the problem solved Team is usually disbanded once the problem solved

20. BENEFITS OF QITS Break Down Inter-Departmental Barriers Break Down Inter-Departmental Barriers QIT process is part of team building and ownership of the problem QIT process is part of team building and ownership of the problem Solutions Are More Global In Concept Solutions Are More Global In Concept optimised for corporate rather than departmental goals optimised for corporate rather than departmental goals Improved Communications Improved Communications solutions are sought for the corporate good rather than to shift blame solutions are sought for the corporate good rather than to shift blame Improved Problem Solving Improved Problem Solving create a degree of mobile expertise in problem solving within the company create a degree of mobile expertise in problem solving within the company

21. THE QIT PROCESS Adequate training in appropriate skills must be provided before the QIT starts work Adequate training in appropriate skills must be provided before the QIT starts work To deny the team the problem-solving tools it needs to carry out the task is inviting failure which will affect not only the issue under consideration but the credibility of the QIT process itself To deny the team the problem-solving tools it needs to carry out the task is inviting failure which will affect not only the issue under consideration but the credibility of the QIT process itself

22. THE QIT PROCESS Identify the Project And Form The Team Identify the Project And Form The Team Define The Problem Accurately Define The Problem Accurately Identify And Verify Root Causes Identify And Verify Root Causes Plan And Implement Corrective Action Plan And Implement Corrective Action Standardise And Seek Other Applications Standardise And Seek Other Applications Conduct A Review Of The Project Conduct A Review Of The Project

23. Thank You