UNIT-3-QUALITY CIRCLES.pptx

quality circle ppt
uality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number.

1. UNIT-3 PART-2 QUALITY CIRCLES

2. CONTENT QUALITY CIRCLES: - Concept, Structure, Training in Quality Circle, - Problem Solving Techniques, - Role of Management - Trade Union & Workers - Quality Circles in India.

3. MEANING OF QUALITY CIRCLES A quality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number . Conceptually , Quality Circles can be described as a small group of employees of the same work area, doing similar work that meets voluntarily and regularly to iden­tify, analyse and resolve work related problems. This small group with every member of the circle participating to the full carries on the activities, utilizing problem solving techniques to achieve control or improvement in the work area and also help self and mutual development in the process.

4. Quality circles built mutual trust and create greater understanding between the manage­ment and the workers. Cooperation and not confrontation is the key element in its operation. Quality Circles aims at building people, developing them, arousing genuine interest and dedication to their work to improve quality, productivity, cost reduction etc. The con­cept is based on the premise that the people who do a job everyday know more about it than anyone else and hence their voluntary involvement is the best way to solve their work related problems.

5. FEATURES OF QUALITY CIRCLE People Building Philosophy Voluntary Group Participative Program Supportive Management To Improve the Performance  Enrichment of Work life To Identify and Resolve Work Related Problems The focus is on quality related problems.

6. People Building Philosophy – A quality circle is a homogeneous group. The number of employees in a quality circle is between six to ten and they generally come from a particular area. It consists of small group of persons who normally work at the same place and perform similar work. Every member and the management have the sincere desire to help others to grow and develop. They must look out for the development and growth of everyone working in the organization. Voluntary Group – No coercion or pressure is brought on any member to join or not to join. Nor can any member be barred from joining quality circles. Quality circles are voluntary associations of persons having common cause. Members must understand that quality circles are formed for their benefit—they are completely free to take or not to take advantages of it.

7. Participative Program – Quality circles represent collective effort. Every one working in the organization must get a chance to say what is in his mind. Everyone should have interest and value for the projects chosen for quality circles. The circle as a whole should receive recognition for any achievements accomplished by it. Supportive Management – Quality circles need the encouragement to grow and mature. Management must be willing to give support, advice and also some commitment in the beginning. Members normally meet once in a week for about one hour in consultation with the manager. Each quality circle is managed by an elected leader and the manager/supervisor may act as the leader. To Improve the Performance – Collective and participative efforts must result in the improvement of quality, productivity and performance. Cost and wastage must be reduced as a result of quality circles. The whole organization must gain both quantitatively as well as qualitatively.

8. Enrichment of Work life – Apart from team culture and attitudinal changes, the quality circles must result in improved working environment, happier relations and greater job satisfaction. To Identify and Resolve Work Related Problems – Members of quality circles identify their problems through brainstorming sessions. Then they start analyzing the problems through statistical quality control techniques and problem solving methods. A unique feature of Quality Circles is that they do not pass on the decision without interacting with other levels of functional agencies. The focus is on quality related problems.

9. Objectives of Quality Circles: Some of the broad objectives of the Quality Circle are: (i) To improve quality, productivity, safety and cost reduction. (ii) To give chance to the employees to use their wisdom and creativity. (iii) To encourage team spirit, cohesive culture among different levels and sections of the employees. (iv) To promote self and mutual development including leadership quality, (v) To fulfill the self-esteem and motivational needs of employees. (vi) To improve the quality of work-life of employees.

10. QUALITY CIRCLE-STRUCTURE There is no need to form a separate organization structure for the quality circles. Most of the functions performed by quality circles constitute normal work of the business and can be carried through normal channels of the organization. There will occur more advantages when people work with the same group of people under the same chain of command than to create new positions or form new department. The typical organization structure of quality circles consists of non-members and members. The hierarchy in an organization is at seven levels starting with non-members, members, leader/deputy leader, facilitator, departmental/steering committee, coordinating agency and the top management. The structure of quality circles is put in a simple ‘pyramid form’.

11. ORGANISATIONAL STRUCTURE OF QUALITY CIRCLES 7. CO-ORDINATING AGENCY TOP MANAGEMENT STEERING COMMITTEE FACILITATORS LEADER MEMBERS NON- MEMBERS 1 2 3 4 5 6

12. Non-Members Members Leader / Deputy Leader Facilitator Steering Committee Top Management Co-ordinating Agency

13. TRAINING IN QUALITY CIRCLES Training for Quality Circle activity covers following aspects: Bringing in the awareness about “What is Quality Circle Activity?” and “How it can be beneficial to every participating individual as well as to the organization .?” This is necessary to overcome initial resistance to the new idea and prepare the employees to voluntarily accept the change. Prepare every person involved in the Quality Circle activity to play his role effectively.

14. Training for Members- Introduction to Quality Circle activity and its benefits to the individual and to the organization. Basic Statistical Quality Control tools. Problem solving tools e.g. 7 step breakthrough sequence. Brainstorming. Record keeping and reporting. Presentation skills.

15. Training for Facilitator- Quality Circles — Its genesis, concept and philosophy. Roles of Facilitator and Leader. Group dynamics. Conflict resolution. Proactive Management. Likely problems in Quality Circle activity and their solutions.

16. Training for Coordinator and Top Management - Role of Top Management in Quality Circle activity. Empowering people. Appraisal and reward systems.

17. Training for Leaders- Quality Circle principles and its working. Effective communication. Leadership. Motivation. Art of conducting meetings. Goal setting and follow-up. Collection, analysis and presentation of data. Making effective presentation. Team building.

18. PROBLEM SOLVING TECHNIQUES The quality circles use certain techniques to identify analyze and resolve problems; they are: (a)Brain storming (b) Data collection (c) Pareto analysis (d) Cause and affect diagram. (e) Line graphs (f) Frequency distribution. (g) Scatter diagram, and (h) Histograms.

19. Technique # 1. Brainstorming Processes: Under these techniques a complete and free environment is created where employees can voice all their worthy and stupid ideas. All these ideas are recorded seriously. This technique is useful to generate as many ideas as possible. Later, the plus and the minus points of each idea are discussed before taking final decision. Technique # 2. Cause and Effect: Members are asked to find out the causes for the identified problem. In this process they identify one important effect of this cause on the problem. Then they identify other causes and their effects. Charting out of those causes and effects resembles a fish bone diagram.

20. Technique # 3. Sampling and Charting Methods: The quality circles observe the events and their consequences in the form of positive or negative results. They chart out all their observations either in sequence or in some other relationship, which gives a clear idea of the problem. These techniques will work effectively in attaining objec­tives only when the organization structure of the quality circle is sound and systematic. The following chart explains the various stages/steps in the process of quality circle and techniques used by the business organi­zation in the present competitive and global word.

21. ROLE OF MANAGEMENT IN QUALITY CIRCLES 1. Management initiates the process of instituting QCs in the organization. At the initial stage of instituting QCs, comprehensive training is required to all those persons who may be involved in QC system. This training may be organized either in-house by utilizing the services outside QC experts or sending the personnel to outside training agencies. In both the cases, cost is involved and management has to decide whether instituting the QCs is beneficial or not. If management decides to institute QCs, further course of actions are taken. 2. Management plays key role in nominating persons in steering committee which establishes policies and plans for QCs. These policies and plans affect working of QCs.

22. 3. Management may encourage healthy growth of QCs through competition among QCs by instituting an award to the division/department which performs best in propagation of QCs as well as to the QC which makes the best presentations at any centrally organized convention or conference. 4. Management may give necessary guidance to employees at different levels for making the quality circle movement a self-sustained success. 5. Management may include propagation of quality circles as one of corporate objectives.

23. TRADE UNION & WORKERS A trade union, often simply referred to as a union, is an organization of workers intent on "maintaining or improving the conditions of their employment". T rade union , also called  labour union , association of workers in a particular trade, industry, or company created for the purpose of securing improvements in pay, benefits, working conditions, or social and political status through  collective bargaining . “Any combination whether temporary or permanent formed primarily for the purpose of regulating the relations between the workmen and employers”.

24. OBJECTIVES OF TRADE UNIONS 1 ) To improve the economic lot of workers by securing them better wages. 2) To secure for workers better working conditions. (3) To secure bonus for the workers from the profits of the enterprise/organization. (4) To ensure stable employment for workers and resist the schemes of management which reduce employment opportunities. (5) To provide legal assistance to workers in connection with disputes regarding work and payment of wages.

25. 6) To protect the jobs of labour against retrenchment and layoff etc. (7) To ensure that workers get as per rules provident fund, pension and other benefits. (8) To secure for the workers better safety and health welfare schemes. (9) To secure workers participation in management. 10) To inculcate discipline, self-respect and dignity among workers. (11) To ensure opportunities for promotion and training. (12) To secure organizational efficiency and high productivity. (13) To generate a committed industrial work force for improving productivity of the system.

26. FUNCTIONS OF TRADE UNIONS Militant or protective or intra-mural functions Fraternal or Extra-mural functions Social Functions Political Functions Ancillary Functions

27. Union structure The structure of Trade Unions in India varies from Organization to Organization. Craft Unions General Unions Industrial Unions Federations & Confederation

28. PROBLEMS OF TRADE UNION Multiplicity of Unions and Union Rivalry Small Size of Unions Low Membership Poor Financial Position Inactive Functioning Victimization / Unfair Treatment Political and Outside Leadership

29. QUALITY CIRCLES IN INDIA IT is also known to most of us that Quality Circle was  first introduced by BHEL, Ramachandrapuram in 1980 in India  and hence they are called pioneers of this wonderful movement in India. Prof. V. Narayana of Indian Statistical Institute of Hyderabad too had knowledge about concept of the Quality Circle and ISI also had presentation material available on the concept. With the help of these materials programs could be conducted in various places. A few from other parts of the country also got interested in this concept. Dr.R.C.Agarwal , President JK Jute Mills Ltd., initiated workers participation in management in 1977. In 1981 he heard about Quality Circles and got in touch with JUSE who directed him to Mr. S.R. Udpa . On his invitation Mr. S.R. Udpa twice visited Kanpur, out of which once with BHEL Quality Circle members. Then JK Jute Mills Ltd., started the QC movement. Later on they with the help of Asian Productivity Council invited Mr. Ichiro Miyayuchi of JUSE.

30. Dr. Gaur Hari Singhania and Mr. Ramapati Singhania too took keen interest and with Miyayuchisan’s training it was firmly institutionalized in JK Synthetics Ltd. and JK Jute Mills Ltd. Dr. A. N. Saxena who was the Director General of National Productivity Council also got interested in the concept of Quality Circle and got associated with this movement. Thus Quality Circle movement started spreading in India in a small way.

31. BHEL -1980 –Mr.S. R.zUdapa (GM Operations) 1st Indian to start quality circle Hero Honda motors “Sunrise Quality circle” Lucas TVS, Chennai “honey bee quality circle” Tata Refactories (located in Orissa) “Niharika quality circle” (saved Rs.4000 p.a) Kudhremukh –Iron Ore Plant (located in Karnataka) “Soorthy Quality Circle”