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What is Quality Control Circle?A small group activity to support TQM in a

companyStarted in Japan in 1962 under the leadership of

Ishikawa QCC tackles productivity related problems in a

workplaceUses the inputs and participation of actual

‘do’ers to evolve solutionsQCC is a team drawn from a workplace with

homogeneity of purpose and objectives

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This is a forum to share the original ideas of the people at lower hierarchical level and also a

recognition platformBasic principles

VoluntaryRegularity Four dimensional process, quality improvement

cycle- define, analyze, correct & preventSelf development – solving ones own problems

Improvement in work lifeSynergy – team workSincerity of purpose

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General applicationSimplicity

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Why Quality Control Circles? Objectives To promote team work

Motivation by job enrichment & recognitionTo improve quality of products and services

Training – Skills ImprovementPromotion of Industrial Relations – mutual trust

Harnessing hidden potential of employeesProductivity Improvement

When do we go for QCC? When we initiate TQMTo improve Productivity

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How do we implement QCC? The roadmapSelect a coordinator

Select a steering committee Establish objectivesEstablish policy • Scope of projects

• Circle size• Personnel to manage QCC program• Frequency and duration of meetings

• Training• Conflict resolution

• Non member relations

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• Constraints• Evaluation system

• Pilot run• Scale up

The QCC processProblem identification

Problem selectionProblem analysisDevelop solution

PresentationReview of the solution

Implementation

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Performance of QCC as a quality initiative in India

High level of enthusiasm while starting and then slow decline and subsequent abandonment

• Lack of strategic commitment by top management

• Result focused leadership – no process focus• Presentation & award focus

• Lack of trust

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Quality Circle forum of IndiaFirst quality circle was launched in India in 1980 at Bharat Heavy Electricals Ltd. Hyderabad under

the initiative of Mr.S.R.UdupaSuccess of the first circle prompted founding of

Quality Circle forum of India A nonprofit professional body with head quarters at Hyderabad was started in 1982. Strong initiative was by BHEL, Hyderabad. Now it has chapters all

over India

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Various QCCs present their work in these forums which provides recognition and

motivationThere are competitions between circles of

different chaptersWinners get opportunity to go abroad and present their work in international forums

Great opportunity to share experience and learn from each other

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Tools of T Q M(Quality tools or QC tools)

Check sheet, Pareto’s rule, fish bone diagram, brain storming, flow chart, histogram, control

chart, stratification To identify analyze and solve problems by QC

membersAll tools may not be used at the same timeRequires use of simple statistical methods

Used extensively by Quality CirclesVery popular in TQM companies

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Data Collection-Check Sheet or Defects chartMake a list of all expected problems like

recurring internal customer complaints & external customer complaints, from experience

Track them every day in a chart Use tally marks to mark occurrence of problem

Also track new problemsCreates a fact base for strategizing productivity

improvement-choosing the most grave problem for resolution

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  1 2 3 4 5 6 7 Total

Tight bore

    10

Rough edge

        4

Surface finish poor

              0

Rusty parts

        3

                 

DEFECTS SHEET SEPT’06 WEEK I

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20%

80%

80%

Trivial many

Vital few

20%

Effect

Pareto’s rule: 80 – 20 principlePareto’s rule: 80 – 20 principle

Causes

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Pareto’s rule: 80 – 20 principle From the data collected, find out significant issues

using Pareto’s rule Pareto Analysis is a prioritization tool

Used for ABC Analysis 80-20 ratio not rigid

Used for identifying high priority problems for resolution

Applied judgmentally in practice Assign the problems to Quality improvement teams

Teams can use fish bone diagram to find root causes to make improvement

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Fish Bone diagramFish Bone diagramA tool used for reaching A tool used for reaching root causes root causes of a of a

problemproblemDeveloped by Kouru IshikawaDeveloped by Kouru Ishikawa

Represents chain of effect and causes Represents chain of effect and causes horizontally & verticallyhorizontally & vertically

Construct a fish bone diagram on the problem Construct a fish bone diagram on the problem that the light fails to come on when you enter your that the light fails to come on when you enter your

house and need lighthouse and need lightUse inputs of the team who experience the Use inputs of the team who experience the

problemproblemUse Brain storming as a toolUse Brain storming as a tool

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Lamp doesn't turn on

Bulb Lamp

PowerPlug/Cord

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Lamp doesn't turn on

Bulb

Lamp

Power

Plug/Cord

Burned out

Old

Bulb Holder

Broken

No Contact

Switch Broken

Corroded

Cord is cut

Missing

Loose

Power failure

Power plantfailure

Storm

Chewed by rat

Accidental cut

Load shedding

Main switch turned off

Carelesscleaning

Fuse Blownoff

Not plugged in

Unpaid bill

No supply in the house

loose connection

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Bad aquality products

Machine operator

MaterialTools

Methods

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In industrial practice problem is the main effect which is put at the stem

Main causes are man, machine, tools, materials and methods

Further, these causes are treated as effects and causes are dug out

One should reach deep in this chain for root causes

Benefits of fishbone diagramRoot cause identification

Identify corrective action, preventive actions on root causes

Implement the action plan

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Nominal Group technique This technique is used by groups keen on

finding solution to a problemThese groups posses information necessary to

solve the problem under considerationThe group members do not interact with each

other directly but write their ideasWritten ideas are collected and best idea is

voted for implementation

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Shortcomings of brainstormingInfluence of one’s opinion on the other

Tendency to suppress ones own idea due to inhibitions

How these shortcomings are overcome? Writing the ideas or solutions instead of

articulatingOne doesn’t know what the other is saying

Inhibitions are limitedSteps in Nominal group Technique

Group identifies the problemGroup members write their ideas for solutions

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Ideas are entered in a chart by the leadersGroup discusses and evaluates each idea

Participants rank ideasHighest ranking idea is taken as group decision

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Other Quality Tools which are used

• Brain storming

• Flow chart

• Histogram

• Control chart

• Stratification