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CENTRAL PHILIPPINE UNIVERSITYCOLLEGE OF NURSING AND ALLIED

SCIENCES

JARO, ILOILO CITY


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QUALITY CIRCLES ANDQUALITY TEAMS


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PRESENTED TO:

DR. BETTY POLIDO

IN PARTIAL FULFILMENT OF THEREQUIREMENTS IN N414-F

PRESENTED BY:VENICE SEANNE A. VILCHES

MICHAEL FRANCIS VILLAMOR

BSN4-F


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1.1 DEFINE QUALITY CIRCLES AND QUALITYTEAMS

1.2 IDENTIFY THE REQUIREMENTS TO ACHIEVE ASUCCESSFUL QUALITY CIRCLE

INSTALLATION1.3 DISCUSS THE OPPOSITION TO QUALITYCIRCLE AND OTHER PROBLEMS1.4 CLASSIFY THE CHARACTERISTICS OF AN

EFFECTIVE TEAM1.5 DETERMINE THE DIFFERENT TYPES OF TEAMS

AND THEIR ADVANTAGES ANDDISADVANTAGES1.6 ENUMERATE THE STEPS IN DEVELOPINGDESIGN TEAMS1.7 IDENTIFY THE ELEMENTS OF THE DESIGN

TEAM1.8 DISCUSS THE STEPS IN FLIPPING THEPYRAMID UNDER THE FLIPPED PYRAMID


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As to the kind of enterprise, it appearsfrom the literature that quality circles areadaptable to almost any organization orenterprise, thus, one infers that there must

be something in the nature of theirinstallation or handling that may behazardous to their health. Entire bookshave been devoted to discussing different

teams and types and how theireffectiveness can be improved. Thepurpose of this summary is not toduplicate the discussions found in suchbooks, but rather to highlight a few major

factors that can be used to improve teameffectiveness.


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Quality circle is a small group of individuals

who meet to find solutions to quality problems.

These individuals meet autonomously,

spontaneously, and willingly to discuss and solve

these problems. The group carries on its activitiescontinuously by means of periodic meetings as a

part of a company-wide quality control program. It

makes use of standard investigative and quality

control techniques. Part of the motivation and

benefits for members of the quality circle is self-development and mutual development of the

members.

The name quality circleis really amisnomer, because the problem solving is rarely

confined to quality problems. It is a highly

desirable participative management device.


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Quality teams

The purpose of any team is tobring together a group of people to

concentrate on solving a common

problem. Teams can also provide a

method by which consumer andemployee viewpoints can be identified

and discussed. Particular concern will

be paid to identifying the conditions

under which QI team type is effective.


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Requirements to Achieve Quality Circle Installation

Primary RequirementManagement must understandand give

support.

By understanding, is meant more than merely

reading a few articles about quality circles. One can

read guidelines in a textbook, but without actual

participation. To give active and effective support,

managers should have been part of a functioning

quality circle to have gained the degree of

understanding required.


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Knowledge or training ofparticipants in the techniques of qualitycontrol investigation and problemsolving.If management is to actually install the

changes called for, those changes mustbe sound and beneficial. The

knowledge we mean is a basic

foundation in manufacturing

engineering, statistical data gatheringand analysis, and cost accounting.


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Third requirement

Participants should not be

opposed to change and improvement.People seem to vary quite significantly

in their degrees of devotion to the

status quo. Some people seem to thrive

in a dynamic, ever-changing

environment. The ideal participant is

probably near the centre of this

spectrum, perhaps leaning slightly tothe desire for change.


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Company subsidize the

participation.Meetings should be on company time.

It is likely to be more desirable toconsider the quality circle work as

simply another task in each

participants job. Improvements made

are then well publicized. They are noted

with other accomplishments in each

employees personnel file.

h bl


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other problems

Our culture emphasizes

individualism.We are taught both formally

and informally to compete for

individual honors. It represents amajor change in our cultural norms

to want to be recognized simply as

a member of a winning team orgroup.


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.The customary reason is the unit

managers self-image, which was

enhanced by the promotion to the

management job. If a lower-level qualitycircle participant originates more and

better ideas than the manager, the

managers self-image may be

damaged. Management skills are

needed in an idea-gathering group to

create an environment in which others

can successfully engage in problem-solving activities.


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Meetings can turn into gripe

sessions.

A gripe or loudly voicedcomplaint is evidence of interest in

something. It need only be

pursued with a view of benefit to

the enterprise to turn it toward a

useful direction. A manager must

be able to hear complaints without

undue irritation.


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Suggestions may be essentially

unworkable.

The group should be

favoured with the realreason whythe proposal must not be done.

Although refusal is rarely popular,

it tends to establish ground rulesfor further proposals. Risks of

unworkable ideas are minimized

by adequate training ofparticipants.


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The atmosphere tends to be informal and

relaxed, without obvious tensions. People are

involved and interested without signs of

boredom. There is a lot of discussion in which virtually

everyone participates, but discussions remain

pertinent to the teams major task. If the

discussion gets off the subject, someone will

bring it back in short order.

The teams task is understood and accepted

by the members. There will have been free

discussion of the objective at some point, until

it was formulated in such a way that themembers of the group could commit

themselves to it.


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another unrelated idea. Every idea is given

a hearing.

The team is comfortable with

disagreement and shows no sign ofavoiding conflict simply to keep everything

in agreement. Disagreements are not

suppressed or overridden by premature

action, nor is there a tyranny of theminority.

Most decisions are reached by a

consensus in which it is clear that

everybody is in general agreement andwilling to go along.


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Criticism is frequent, frank, and

relatively comfortable. There is little

personal attack, either openly orhidden. Criticism is constructive and

oriented toward removing obstacles

facing the team.

People are free to express theirfeelings and ideas on the teams

problems and operations.

When action is taken; clear

assignments are made and accepted.


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The teams chairman does not

dominate, nor does the team defer

unduly to him or her. Differentmembers, because of their

knowledge or experience, act as

resources (leaders) without

power struggles.

The team is self-conscious about

how it functions, and will examine

how it is performing.


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TYPES OF TEAM


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Task teams

Is the simplest form of team structure.Membership is either elected or appointed to the team

which is assigned a well-defined task. They are

temporary in nature, work-related, and membership iscomprised of people from the same department.

Advantage:

It is quick and easy to form a task team. Since

everyone reports to the same administrative structure,minimal coordination is required.

Disadvantage:

Most meaningful changes or ideas cut across

functional lines. Since membership is from within onefunction, approval must be obtained by going up the

hierarchy. This limits the team effectiveness to develop

and/or implement meaningful changes.


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departments that are assigned an important, but

relatively well-defined task. Issues are discussed in

project teams, but the team members typically must

obtain department approval on issues before

committing departmental resources.

Advantage:

Existing management feels more comfortable

with project teams than with functional teams because

the exact nature of the project is known and approval

cycles are well-defined.

Disadvantage:

Because project team members are bound to

their departments, there is little the team can do without

obtaining approval. This tends to restrict the creativity ofthe team.


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Functional teamsAre assigned tasks that cut across functional

lines. Comprised of representatives from different

departments. The team is given a charge by top

management to develop proposals and revise worksystems without obtaining department approval. More

permanent than task teams and are given higher level

and more important assignments. Need to be

coordinated by a facilitator reporting to a quality council.

The facilitator, working with multiple functional groups,

will help assure the groups are progressing towards a

conclusion of their assignment and that they are

exercising power consistent with their assignment. Care

must be taken to assure functional teams concentrate

on doing the job better, and that they do not get bogged

down with political considerations that are inevitable inorganizational reality.


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Advantage:

They are useful in reducing the time

to introduce new products by bringing

together otherwise diverse groups such asmanufacturing, marketing and engineering.

Disadvantage:

They are given decision-makingauthority, but frequently feel they still have

to obtain approval from their home

department which may be

counterproductive.


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Self-directed teamsAlso called empowered teams, are

responsible for completing a broad, ill-

defined scope of work. They are given anassignment of a broad unit of work to be

accomplished. They are capable of

organizing themselves, requesting support

from the necessary functional units, andaccomplishing the task without seeking

departmental or higher administrative

approval. Self-directed teams are not

required to conform to departmentalapproval/ regulations.


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Advantage:

Can adapt to and meet the needs

of a rapidly changing environment.

Disadvantage:

Existing management often feels

threatened by these teams because

they have the authority to take action

without obtaining approval. Employees

often feel there is a lack of mutual trust

between other employees and betweenthemselves.


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Design teamA special purpose team is

often used to provide leadership indeveloping ideas for organizational

improvement. Concentrates on

developing ideas, not inimplementing production

assignments. A design team of six

to ten employees is appointed by

the quality council.


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STEPS IN DEVELOPINGDESIGN TEAMS


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others are doing

Executive group clarifies mission

Quality council appoints a design

team Read about similar groups and visit

sites

Analyze environment, technology, and

jobs

Discuss draft plan with involved

groups

Recommendations to quality council Implement design and evaluate


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ELEMENTS OF THEDESIGN

erv ce e


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erv ce e

Must have a clear definition of how

high quality service is provided to the

customer. This bible sets forth dos anddonts for all employees. The real value in

a service bible lies in involving employee

teams in its creation. Each group should

discuss what should/should not be in theservice bible. Then engage all front-line

employees in regular meetings so that

everyone understands the policies. Identify

each market segment and customerrequirements.

Demonstrated customer concern


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Demonstrated customer concern

Obtain the customers point of

view with regular surveys to determine

their level of satisfaction. Circulate the

findings to internal QI teams and react

to them. Always try to make the

customer the star of the show. Whatwould our customers think of...Of

course, always respond to customer

complaints and try to give them more

than what they are asking when solvinga problem.


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Organizations have a pyramid-type structure where the CEO is on the

top, the employee is at the bottom, andthere are various managerial ranks

separating them. Directives and

policies typically come from the CEO

using a top down approach. That is,

develop procedures, and open up lines

of communication to encourage a flow

of ideas from the frontline employee tothe CEO.


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HOW TO FLIP THE

PYRAMID


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Collect information from the front-line

employees.

Give them the tools to do their jobs.

Develop a mentor program whereexperienced people teach newcomers to

help them integrate into the organization

quickly.

Require all staff to engage in front-linecustomer sales, at least for one day every

six months.

Reward extraordinary performance.

Delegate authority to front-lineemployees to solve problems.

F i dl i ti


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Friendly communication

Review all internal and external

communications to assure wording isconsistently positive. Use friendly

language in all bills, brochures, and

policies. Eliminate legal wording and

documents that are intimidating. One wayof overcoming deficiencies and increasing

the importance of reacting positively to the

customers request is to ask employees to

participate in discussion groups to improvecustomer service.


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A relationship should be developed

between the design team and the

organizations key managers that would

permit the team to offer suggestions

regarding how leadership can increase its

effectiveness in improving quality. The

CEO must demonstrate a personal

commitment to improving quality, which is

easier said then done. Perhaps the most

important way this can be demonstrated is

for the CEO to walk the talk and be

highly visible and accessible by front-lineemployees.


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LESSONS LEARNED

As we go through these topics we have


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As we go through these topics, we havelearned few things where we can consider andapply to our everyday living and interactingwith the people and to our environment.

In order for an organization, a group, acompany, a private institution and so manyother more, to achieve their goals and becomesuccessful and fulfilled in their field, they must

develop and possess quality planning,implementation and evaluation. Specializing,organizing and arranging the workloadsheaded by their manager/CEO within in a timeframe or in a scheduled time would contribute

also to the improvement and fast achievementof a certain organizations mission and vision.


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We have learned on how to set, manage, coordinate,plan and direct a team or an organization. On whatmeasures or steps we can help in the improvement ofservices rendered to consumers or customers and

benefits we can contribute within the society.It gives us a know-how on what goods and

services that can be designed in order to satisfyhuman needs and desires.

Human individuals are generally limited in thescope of the knowledge and experience they bring to

a problem-solving situation. Groups of individualsgenerally offer a more extensive background. This isone reason for enterprises to engage in participativemanagement. Nevertheless, because of the hugepotential benefits available, the effort to use them

appears justified, even though the unnatural nature ofthem in our culture can require rather significantchanges in management attitudes.


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In forming quality circles and qualityteams there should be unity betweenthe members and the manager/CEO in

order to achieve goals and objectives inones organization. There should be a

leader assigned and should beresponsible enough, so as to develop a

harmonious and conducive workingrelationships within the field. Goodcommunication is a key to have a goodand convenient relationship.


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Vaughn, Richard, C. (1990)Quality Assurance. Quality Circles

U.S.A., Ames, Iowa, ISE Press, p.150-153

Mears, Peter, (1995)Quality Improvement Tools andTechniques. Quality Teams

U.S.A., R.R. Donnelley and Sons Co.,p. 215-221


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THE END...

THANK YOU & HAVE A BLESSEDDAY!!!

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