Qcc Quality Control Circle (Collaborative Problem Solving)

Introduction to QCC: Quality Control Circles

1. To display the
human
capabilities fully
and eventually
draw out infinite
possibilities
Quality
Control
Circles

2. One of the prime objectives of
QCC is to improve the
quality of work life and
environment through
collaborative problem solving.

3. Quality Control Circles (QCC), generally now
known as Quality Circles (QC) or Small Group
Activity (SGA).
1962: First QCC was registered in Japan.
1974: Lockheed, USA started QCC movement.
1977: International Association (IAQC) formed.
1980: BHEL, first in India to start Quality Circles.
1982: Quality Circle Forum of India (QCFI) founded.
Fact File

4. A small group of 4 to 12 circle
members doing similar work meet
together on a regular basis to
identify improvement in their
respective work areas using
proven techniques for analysing
and solving problems coming in
the way of achieving and
sustaining excellence.
Progressive attitude on the part of
the management and willingness
for necessary change in culture.
People are respected and involved
in decisions, concerning their work
life. Individual capabilities are
looked upon as assets to solve
growth related hurdles.
Participative management
concept primarily based upon
recognition of human resource, as
a set who willingly activates their
sense of responsibilities, wisdom,
experience, attitude and feelings
to solve problems en route to
achieve operational excellence.
DEFINITION
PHILOSOPHY AND
CONCEPT

5. Features Of
QCC

6. Small Team. Devided Skills. United Goal. This is a very focussed
approach to deal one query at a time. Results can be specific and
fast paced.
Timebox Approach
Every member have important role to play without getting influenced.
There is no leader and no follower. Indivisual approaches to address one
problem are discussed and a critical path is derived to overcome the issue.
Stepladder Brainstorming
Quality of work life is stressed and improved. A QCC champion is
considered to be calm, focussed and better performer.
Humanize The Work
QCC is form of participative managment to bring out extra-ordinary qualities from
ordinary people. It also prepares to meet challanges of changing time and conditions.
Sense of security And Collaborative Ownership

7. Benefits Of
Quality
Control
Circle

8. Ensure Harmony
To respect humanity and to
build a happy work place
worthwhile to work. This will
result in satisfied internal &
external customer, develop
mutual trust, which in turn
will improve overall harmony
of our organisation.
Customer Satisfaction
Customer satisfaction is the fundamental goal of any function or business or
organisation as whole. Better service levels can ultimately be achieved by Quality
Circle and will also help to be competitive for a long time.
Organisational Benefits
The individual benefits create a synergistic effect, leading to cost effectiveness,
reduction in waste, better quality, and higher productivity.
Effective
Teamwork
QCC is a consultative and
participative programme
where every member
cooperates with others. This
interaction assists in
developing harmony.
Job Satisfaction
QCC’s promote creativity by
tapping the undeveloped
intellectual skills of the
individual. Individuals in
addition execute activities
diverse from regular work,
which enhances their self-
confidence and gives them
huge job satisfaction.
Leadership
Development
To develop a positive attitude
and feel a sense of
involvement in the decision
making processes of the
services offered.
Self
Development
QCC’s assist self-
development of members by
improving self-confidence,
attitudinal change, and a
sense of accomplishment.
Healthy Work
Environment
Creates a tension-free
atmosphere, which each
individual likes, understands,
and co-operates with others.
Problem Solving
Capability
To improve competence,
which is one of the goals of
all organizations.
Productivity
With improved efficiency, the
lead time on convene of
information and its
subassemblies is reduced,
resulting in an improvement
in meeting customers due
dates.
Communication
To overcome the barriers that
may exist within the
prevailing organizational
structure so as to foster an
open exchange of ideas.
Participation
To display human
capabilities totally and in a
long run to draw out the
infinite possibilities.

9. ACCOUNTABILITY
STRUCTURE
CIRCLE LEADERS FACILITATORS REVIEW COMMITEE STEERING CELL

10. QCC
Operational
Method

11. It is the prerogative of the circle to select the problem
although the suggestions can emanate from various sources
like, proposals or suggestions from customers, delivery
managers, business partners, functional leaders, subject
matter experts, company's budgeted calendars. A facilitator
seals the identification to specific QCC after confirmation from
review committee.
IDENTIFICATION
OF PROBLEMS

12. APPROACH TO ADDRESS
Once problem are identified, it is most important to keep positive attitude towards the source of
problem. Next is stepladder brainstorming within the circle. Everyone leaves the conference except
two members of the team. These two members will then discuss the topic and their ideas. Then,
one additional member is added to the group. This new member will contribute his or her ideas
BEFORE the other two discuss theirs. Repeat this cycle until everyone from the original group is in
the conference. The stepladder technique is actually one of the more mature brainstorming
strategies as it incorporates both an individual and a group participation aspect.

13. SOLVING THE
PROBLEM
To conduct a resourceful QCC, it's best to simplify
the approach and timebox them with help of
facilitators. Start with understanding the nature of
the problem, which can take QCC to identify the
symptoms and find out the causes. Circle leaders
can now prepare a systematic program for study,
and delegate specific assignments to members. As
every task is timeboxed, one can easily find out
various possibilities to arrive at a solution or map
an internal or external resource. Review committee
makes sure to evaluate the relevance and
practicality of the solutions and finally recommend
an implementation plan.
It’s also a good idea to pair findings and plans with
visual aids like charts, graphs, or images.
Remember to keep solution route easy-to-read by
steering cell.

14. QCC Meetings must be focal point of all activities. It should
be convenient and acceptable for all members. It is
important to ensure voluntary participation. People must
be quality conscious in order to promote QCC activities.
FACTORS
FOR
SUCESSFUL
QCC
Subject chosen should be in consonance with the policies
of the company and so chosen for the impact of its
solution. This must be familiar and of common concern to
all circle members, within capabilities of team and
timebound.
Activities, Opportunities & Presentations must be simple
to comprehend and communicate. Circle members must be
sufficiently motivated even to the point of becoming
greedy in getting the most out of activities but there can
never be room for criticism.

15. Training and re-training from the top management to the
circle member is an indispensable and inevitable part of
ensuring longevity of circles.
The members must also be taught value engineering, job
instruction, job method, job relations, creativity
development and leadership qualities.
5W 2H Check Sheets, Stratification, Pareto Chart, Cause
& Effect Diagram, Histogram, Scatter Diagram, Graph &
Control Charts are core QC tools to analyse and
communicate progress.
COLLABORATION
TOOLS

16. MISCONCEPTIONS
QCC is not for only quality related problems. It is neither a
forum for grievances and demands, nor a tool for
management to unload problems. It is neither a panacea for
all ills, nor a 'cure all' or 'sure cure' technique. QCC is
performance oriented culture platform and not a problem-
focussed tool.

17. "The strength of the team is each
individual member. The strength of
each member is the team."
- Phil Jackson