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Quality Circles

Training presentation on the setting up and effective management of Quality Circles.<br><br>To download this presentation, visit:<br>https://www.oeconsulting.com.sg/training-presentations

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Quality Circles

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  1. QUALITY CIRCLES © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives Understand the philosophy and concept of Quality Circles Define the objectives, benefits and the modus operandi of Quality Circles Gain practical tips for managing Quality Circles and define the key success factors Describe the organizational structure and roles and responsibilities of Quality Circles 2 © Operational Excellence Consulting. All rights reserved.

  3. Contents Background and Introduction 1 Quality Circles 2 Practical Tips for Managing Quality Circles 3 Overview of PDCA Cycle and QC Tools 4 A Case Study on QC Problem Solving 5 Key Factors for Quality Circle Success 6 Questions for Discussion 7 3 © Operational Excellence Consulting. All rights reserved.

  4. In the Gallup State of the Global Workplace 2021 Report, only 20% of employees are engaged at work. 4 © Operational Excellence Consulting. All rights reserved.

  5. 3 Cornerstones of Small-Group Activities 5S Suggestion System Quality Circles 5 © Operational Excellence Consulting. All rights reserved.

  6. Introduction to Quality Circles § Quality Circle is also popularly known as QC Circle § Quality Circles (QC) or Quality Control Circles (QCC) were highly popular in the 1980’s as part of the TQC/TQM “Quality Movement” § Today, although Lean has gained wide acceptance, the quality philosophy is still very much a key pillar of Lean (Jidoka) § The tools and techniques used by QCs are still relevant in kaizen activities § This presentation is focused on Quality Circles 6 © Operational Excellence Consulting. All rights reserved.

  7. Concept of Quality Circles § A Quality Circle (or Quality Control Circle) is a group of employees performing similar or related tasks, who get together on a regular basis, to discuss a topic or theme affecting their work or workplace 7 © Operational Excellence Consulting. All rights reserved.

  8. Philosophy of Quality Circles § People take interest and pride in their work § Shared decision-making process § Development of individual capabilities § Creating a cordial atmosphere in the workplace § Benefits both management and staff 8 © Operational Excellence Consulting. All rights reserved.

  9. “QC circle activities provide mirror images of the abilities of the president and middle management.” Dr. Kaoru Ishikawa © Operational Excellence Consulting. All rights reserved.

  10. Types of Quality Teams Quality Improvement Team (QIT) Types of Teams Quality Circle (QC) 1. Formation Department-oriented Project-oriented § § 2. Theme Selected by members Simple Assigned by management More difficult § § § § 3. Members Same department Selected according to expertise Higher echelon § § § 4. Approach PDCA 7 QC Tools PDCA 7 QC Tools § § § § 5. Upon Completion of Project Moves to another theme Disbanded § § 10 © Operational Excellence Consulting. All rights reserved.

  11. Objectives of Quality Circles 2 § To motivate workforce through: • Opportunities for employees to utilize their talents • Recognition given for achievements § To improve overall company performance in the long term through: • Higher productivity • Better quality products/services • Reduced costs, etc. 11 © Operational Excellence Consulting. All rights reserved.

  12. Benefits of Quality Circle Activities 1 § Company • Reduced absenteeism and staff turnover • Increase productivity • Improve quality of products/ services • Increase revenue § Management • Smooth workflow • Reduce control and supervision 12 © Operational Excellence Consulting. All rights reserved.

  13. Fundamentals of Quality Circle Activities § Group based § Participation by all members § Continuous process § Application of problem-solving (“QC”) tools § Projects/themes are related to the work or the workplace 13 © Operational Excellence Consulting. All rights reserved.

  14. The Quality Circles Structure Parallels the Formal Organizational Structure Steering Committee CEO Secretariat Division Managers Department Managers Facilitators Supervisors Leaders Frontliners Members Structure of a Company Structure of Quality Circle Activities 14 © Operational Excellence Consulting. All rights reserved.

  15. Quality Circle Roles & Responsibilities 1 Role Responsibilities Monitor all QC activities of the organization Manage QC publicity drives and campaigns Ensure success of the movement Support all QC activities and events Approve QC projects where applicable Organize training programs and seminars on QC concept and tools § § § § § § Steering Committee (a.k.a. Management Committee or Promotion Committee) Act as a Project Management Office Maintain Quality Circle records Organize promotional activities Register new teams Keep track of progress of teams § § § § § Quality Circle Secretariat Encourage and motivate QC Monitor all QC activities of his teams Provide meeting place, resources, materials, equipment and supplies Help QC in theme and problem selection Communicate on behalf of his teams with the steering committee Ensure necessary training is provided Implement approved QCs’ recommendations Help the team to prepare for project presentations Be accountable and responsible for the QC activities within own department § § § § § § § § § Quality Circle Team Manager 15 © Operational Excellence Consulting. All rights reserved.

  16. Example of a QC Organization Structure ILLUSTRATIVE QC Promotion Committee QC Secretariat Facilitator Facilitator Leader Leader Leader Leader Members Members Members Members QC QC QC QC 16 © Operational Excellence Consulting. All rights reserved.

  17. Setting Up a QC Promotion Office § Setting up a promotion office is the first step in promoting QC activities § Assign a full-time staff to be in charge of the promotion office • Preferably someone with process improvement experience or has in- depth knowledge of the area’s operations § Key responsibilities: • Promote QC activities • Provide administrative support 17 © Operational Excellence Consulting. All rights reserved.

  18. Key Role of Managers & Supervisors: Creating Skill, Motivation & a Favorable Environment § Consider how to increase QC cctivities in their areas § Regularly check the themes, estimated date of completion, and status of each circle in their areas § Personally check with circle members. A simple “How is it going?” or “Any problems?” goes a long way. § Actively support circles that are having trouble with ideas and offer advice to ensure each circle achieves something concrete § Personally view the results each circle achieves and personally thank each team member for his or her efforts 18 © Operational Excellence Consulting. All rights reserved.

  19. Choosing Quality Circle Leaders § People selected as QC team leaders must have strong leadership skills to support and motivate the entire team § In some environments, supervisors act as team leaders § In other cases, teams select their own leaders and supervisors provide backup support 19 © Operational Excellence Consulting. All rights reserved.

  20. Monitoring the Progress of Quality Circles Register the QC with Secretariat Identify Problem and Set Target Form a QC Proceed through Problem Solving Cycle (PDCA) Prepare QC Activity Plan Register Theme with Secretariat Prepare Notes of Meetings & Seek Approval for Recommendations/ Standardization Evaluate QC Performance & Present QC Story to Management Compile Reports on the Results 20 © Operational Excellence Consulting. All rights reserved.

  21. Common Reasons for QC Failures in Companies § No training § Too much expectation from management § No follow-ups on project § Changes in management § “Lip service” from management § No union involvement § Poor middle management support (ownership) § Poor monitoring and evaluation system § No objectives for project § Poor promotion within the company § No reward and recognition § No budget and yearly plan for the QC program § Poor facilitation 21 © Operational Excellence Consulting. All rights reserved.

  22. The PDCA Approach to Problem Solving § A systematic approach to problem solving § Provides the framework for a team to carry out improvement Act Plan § The framework is used together with the 7 QC tools Check Do 22 © Operational Excellence Consulting. All rights reserved.

  23. The 8 Steps of PDCA Problem Solving 1 Select the Theme 2 Plan the Schedule 3 Grasp the Present Situation PLAN 4 Establish the Target 5 Analyze the Cause & Identify Corrective Action 6 DO Implement Corrective Action 7 CHECK Evaluate the Result 8 ACT Standardize & Follow-up 23 © Operational Excellence Consulting. All rights reserved.

  24. “As much as 95% of quality related problems in the factory can be solved with seven fundamental quantitative tools.” Dr. Kaoru Ishikawa © Operational Excellence Consulting. All rights reserved.

  25. QC Storyboard (Using an A3 Report Format) Theme: Reducing Scrap in the Machine Shop Source: Sobek & Smalley 25 © Operational Excellence Consulting. All rights reserved.

  26. Ingredients for Quality Circle Success 2 5. A core of trained problem solving facilitators and leaders 6. A reward and recognition system that sustains the interest of problem solving members 7. A comprehensive monitoring system to track and sustain the program 26 © Operational Excellence Consulting. All rights reserved.

  27. Avoid the Division of Labor § Avoid the division of labor as practiced in some companies where TQC/TQM is handled by the Quality Assurance division and the QC activities are handled by the Human Resources division § That is contrary to the objectives of QC and will only end up in failure 27 © Operational Excellence Consulting. All rights reserved.

  28. Example of an Evaluation Method of QC Activities Item Points Selection of the theme 20 Cooperative effort 20 Understanding of the existing condition and the method of analysis 30 Results 10 Standardization and prevention of recurrence 10 Reflection (rethinking) 10 Total 100 28 © Operational Excellence Consulting. All rights reserved.

  29. Exercise: Quality Circle Activity ACTION! 10 mins Instructions: Describe a Quality Circle process with which you are familiar. a. What makes it effective (or ineffective)? b. How might you improve the process? List your observations and suggestions on a flip chart. Present your findings to the class. 29 © Operational Excellence Consulting. All rights reserved.

  30. Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 30 © Operational Excellence Consulting. All rights reserved.

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