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Concept of QUALITY CIRCLES
Voluntary group of employee and supervisor
8-10 members
QC works on the basic of a continuous & on going process in an organization.
In 1960s first quality circle develop.
Developed in Japan, it spread to more than 50 countries.
‘’ Wherever they are, human beings are human being’’. Ishikawa wrote this book in a 1980preface to the English translation of the Koryo.
Middle and upper management the parent-teacher.
wikipedia
A quality circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems.[1] Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to management; where possible, workers implement the solutions themselves in order to improve the performance of the organization and motivate employees. Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes.
Quality Circles are usually characterized as small, voluntary groups of employees set up to meet periodically for such practical purposes as:Pinpointing, examining, analyzing and solving problems in areas including knowledge management, innovation, work relations, quality, productivity, safety, cost, etc.Enhancing communication between employees and management on the above areas Quality Circles can only thrive if management will take action on the recommendations of the Circle. When the management has no interest in participation as is often the case, the Circles simply disintegrate.
Employees want to do a good job.
Employees want to be recognized as intelligent andinterested who like to participate in decision making issues.
Employees want to be better informed about organizational goals and problem.
Employees want recognition and responsibility and a feeling of self esteem.
Rise organization morale
Inspire more effective team
work Promote job
involvement
Create problem solving capability by members of QCs
themselves Promote personal and leadership
development
Improve communication within the
organization Promote cost reductionIncrease employees motivation
ADVANTAGES OF QUALITY CIRCLES
ORGANIZATION8-10
membersSame area
Moderator
TRAININGGroup
ProcessesData
Collection Problem AnalysisPROBLEM ID
List Alternatives Consensus
Brainstorming
PROBLEMANALYSIS
Cause & Effect Data Collection
&Analysis
SOLUTIONProble
m Results
PRESENTAION
Implementation
Monitoring
TOP MANAGEMENTSTEERING COMMITEE
FACILITATOR
LEADERSMEMBER
S
Expose middle level executives to the concept.
Explain the concept to the employees & invite them to volunteer as members of Quality Circle.
Nominate senior officers as facilitators.
Form a steering committee.
Arrange training of coordinators, facilitators in basics of quality circle approach, implementation techniques & operation. Later facilitator may provide training to circle leaders & circle members.
A meeting should be fixed preferably one hour a week for the quality circle to meet.
Formally inaugurate the quality circle.
Arrange the necessary facilities for the quality circle meeting & its operation.
PROCESS OF OPERATION
How to use the concept
Basic Quality Problem Solving
PARETO CHARTDetermine priority for quality improvementactivities
Provide tool for visualizing the pareto principle
Determine which problem should be solve first
Provide a before-and-after comparison
ISHIKAWA DIAGRAM
Referred to as cause-and effective diagram, treediagram, or fishbone diagram
Display the factor that effect a particular quality characteristic, outcome or problem.
Typically result of a brainstorming
The main goal represented by the trunk of thediagram, and primary factor represented as branches.