1. INTRODUCTION
Quality Circle is a small group of employees in the same work-area or doing a similar types of
works who voluntarily meet regularly for about an hour every week to identify, analyze and
resolve works – related problems, leading to improvement in their total performance and
enrichment of their work-life.
The above definition reveals, the following features of Quality Circles :
1. Small group of employees : Experience has shown that the optimum number of members in
quality circles is about 8 to 10. The philosophy behind small groups is it should allow every
member to actively participate and that fairly grade number ‗minimize of employees should be
present for the meetings.
2. In the same work-area or doing similar type of works : Quality circle is a homogeneous group
and not the inter-departmental group. Designation of members need not necessarily be equal but
the work in which they all are engaged should be common.
3. Voluntarily: (Quality circle is not adopted practice but voluntary in nature. Employees join
Quality Circles on their own.
4. Meet regularly for about in hour every week : Normally, Quality Circles should meet for about
an hour every weeks which would help the members to identify and resolve problems as and
when they occur.
5. To identify, analyze and resolve work-related problems : The accepted theory is Unit the
worker/employees who do the works day after day better know the problems limiting the
excellence. The problems are identified by the members themselves by brainstorming and also
on the request from management and other departments. The problems are then arranged priority
wise to tackle them in a systematic manner.
6. Leading to improvement in their total performance: As the Quality Circle resolves the problem
relating to quality, cost-reduction, safety etc. the total performance of the work-area goes up.
7. Enrichment of their work-life: Quality Circle enriches the quality of work-life. It also helps
employees change attitudes and learn team culture.
The concept of Quality Circle is primarily based upon recognition of the value of the worker as a
human being, as someone who willingly activises on his job, his wisdom, intelligence,
experience, attitude and feelings. It is based upon the human resource management considered as
one of the key factors in the improvement of product quality & productivity.

2. Quality Circle concept has three major attributes:
a. Quality Circle is a form of participation management.
b. Quality Circle is a human resource development technique.
c. Quality Circle is a problem solving technique.
Quality circle.. Its Composition?
- It‘s a small group comprising of 6 to 12 employees doing similar work
- They meet together voluntarily on a regular basis for identifying improvements in their
respective work areas.
- Their aim to achieve and so also to sustain excellence towards mutual upliftment of employees
as well as the organization.
Undercurrent of Quality Circle:-
The objectives of Quality Circles are multi-faced:
a) Change in Attitude.
- From ―I don‘t care‖ to ―I do care‖
- Continuous improvement in quality of work life through humanization of work.
b) Self Development
- Bring out ‗Hidden Potential‘ of people
- People get to learn additional skills.
c) Development of Team Spirit
- Individual Vs Team – ―I could not do but we did it‖
- Eliminate inter departmental conflicts.
d) Improved Organizational Culture
- Positive working environment.
- Total involvement of people at all levels.
- Higher motivational level.

3. History of Quality Circle
Quality circles were originally associated with Japanese management and manufacturing
techniques. The introduction of quality circles in Japan in the postwar years was inspired by the
lectures of W. Edwards Deming (1900-1993), a statistician for the U.S. government. Deming
based his proposals on the experience of U.S. firms operating under wartime industrial standards.
Noting that American management had typically given line managers and engineers about 85
percent of the responsibility for quality control and line workers only about 15 percent, Deming
argued that these shares should be reversed. He suggested redesigning production processes to
more fully account for quality control, and continuously educating all employees in a firm—from
the top down—in quality control techniques and statistical control technologies. Quality circles
were the means by which this continuous education was to take place for production workers.
Compete History of Evolution of Quality Circles
1947: General Douglas McArthur requested US Govt to send experts to help Japanese
rejuvenate their industries. Dr Edward Deming was sent.
1949: An Overseas Technical Research Committee was organized by the Union of Japanese
Scientists and Engineers (JUSE)
1949: JUSE organized a seminar on ―SQC‖
1949: JUSE organized a seminar ―Quality Control- Basic Course‖
1950: JUSE published a magazine ―SQC‖
1950: Dr Deming invited to eight day Quality Control seminar organized by JUSE
1951: Deming prize instituted
1954: Dr Joseph Juran invited to Quality Control Management seminar organized by JUSE
1956: Japan‘s radio started broadcasting a Quality Control Course organized by JUSE

4. 1960: Japanese Govt declared November as Quality Month and Q-flag was adopted
Quality Control Circles (Japan)
1962: First QC Circle was registered with QC Circle Head Quarters
1962: First annual QC Conference for Foremen was held
1964: Regional chapters of QC Circles were organized in four different districts
1966: Dr Juran observed Japanese QC Circle activities
1966: Special QC Circle session was organized at the 10th conference of European Organization
for Quality Control held in Stockholm, Sweden
1967: Number of registered QC Circles grew to 10000
1968: JUSE dispatched the first QC Circle Study Team overseas
1969: Registered Circles grew to 20000
1969: 100th QC Circle Conference was held in Tokyo
1970: Registered Circles grew to 30000
1971: JUSE organized the first QC Circle seminar
1971: 200th QC conference was held
1971: Registered QC Circles grew to 40000
1971: First National QC Circle Conference was held in Tokyo

5. 1972: Regional Circles grew to 50000
1973: 300th QC Circle Conference was held
1974: Registered circles grew to 60000
1974: 400th QC Circle conference was held
1975: Registered Circles grew to 70000. 500th Conference was held
1977: Registered Circles grew to 80000. 700th Conference was held
1978: Registered Circles grew to 90000
1978: First international QC Circle Convention was held
1979: 800th QC Circle Conference was held
1979: Registered QC Circle Conference numbered 100000
1980: 900th Conference was held
1981: International QC Circle Convention was held
1985: Third International QC Circle Convention was held
1988: More than one million Circles with over ten million members
Quality Circles (Other than Japan)
1974: Lockheed Company, USA started Quality Circle movement
1977: International Association of Quality Circles (IACC) was formed in USA
1980: 230 companies in USA had Quality Circles

6. 1983: There were more than 500,000 known Quality Circles active in the world
Quality Circles (India)
1980: BHEL, Hyderabad first in India to start Quality Circles
1982: Quality Circle Forum of India (QCFI) was founded
1983: Tata Motors (formerly Telco) started Quality Circles, by 1985 they had more than 400
Circles
1985: BHEL had 1411 Circles covering around 13362 members
Objectives of Quality Circles
 Promote job involvement
 Create problem solving capability
 Improve communication
 Promote leadership qualities
 Promote personal development
 Develop a greater awareness for cleanliness
 Develop greater awareness for safety
 Improve morale through closer identity of employee objectives
 Reduce errors.
 Enhance quality
 Inspire more effective team work
 Build an attitude of problem prevention
 Promote cost reduction
 Develop harmonious manager, supervisor and worker relationship
 Improve productivity
 Reduce downtime of machines and equipment
 Increase employee motivation

7. Formal and Informal Groups
Formal Groups
Family.
Organization.
Departments.
Informal Groups
Employees meet near water cooler and gossip.
Five salesmen from marketing department meet once a month for lunch to discuss mutual
concerns and to seek relief from tedious aspects of their job.
Four computer programmers form a jogging club that meets three days per week at lunch
time to run two miles.
All employees of a section meet and discuss how to improve and beautify office layouts.
Seven workers of a production shop floor meet once a week to solve their technical
problems.
Maintenance department staff meets regularly to maintain machines in a better way.
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles

8. What Quality Circles are Not? (Misconcepts)
Quality Circles do not tackle just quality problems.
Quality Circle is not a substitute or replacement for task forces, product committees, joint
plant councils or works committees, quality assurance department, suggestion schemes.
Quality Circles do not change the existing organizational structure or the chain of command.
Quality Circles are not a forum for grievances or a spring board for demands.
Quality Circles are not a means for the management to unload all their problems.
Quality Circles are not just another techniques.
Quality Circles are not a panacea for all ills.
Quality Circle Meetings
Meetings are important part of quality circle's working.
Meetings are attended by all the members of the quality circle.
In general, meetings take place once a week or once in a fortnight.
Each meeting lasts for approximately one hour, though variations are possible.
Apart from the frequency of the meetings, what is important is the regularity of the meetings.

9. What Takes Place During Quality Circle Meetings?
Any of the several activities may occur during a meeting such as:
Identifying a theme or a problem to work on.
Getting training as required to enable members to analyze problems.
Analyzing problem(s).
Preparing recommendations for implementing solution(s).
Follow up of implementation of suggestions.
Prepare for a presentation to the management.
Areas of interest to quality circle
Quality improvement.
Efficiency improvement in service organization.
Cost reduction.
Process control during manufacturing.
Safety in materials handling and equipment operations.
Equipment and manpower utilization.
Reduction in work in progress.
Job improvement.
Reduction in machine maintenance problems
Reduction in human errors.

10. Why Quality Circle
It is said that 95% of the problems in workshops can be solved through Quality circle control
tools. The Japanese have experienced this! The qualitycontrol tools useful for QCCs are Pareto
Diagrams, Cause-and-EffectDiagrams, Stratification, Check Sheets, Histograms, Scatter
Diagrams, Graphs and Control Charts. Also, logical thinking and experience are amust for
solving problems.
Therefore the main objectives of QC are:
To improve quality and productivity.
To reduce the cost of products or services by waste reduction, safety, effective utilization of
resources, avoiding unnecessary errors and defects.
To identify and solve work-related problems and interfere with production as a team
To tap the creative intelligence of people working in the org. and make full use of human
resources.
To improve communication within the organization.
To improve employees loyalty and commitment to the organization and its goals.
(Promoting Morale of employees)
To build a happy, bright, meaningful work environment.
To satisfy the human needs of recognition, achievement and self Development

11. Structure of Quality Circles Program
Six Basic Elements
1. Top management.
2. Steering Committee
3. Facilitators
4. Leaders
5. Members.
6. Non members

12. Roles and Responsibilities of Various Elements
Roles of top management
The success of the quality circles depends solely on the attitude of the Top management and
plays an important role to ensure the success of implementation of quality circles in the
organization.
Roles of Steering Committee (Management)
Formally announce the launching of quality circle initiative in the organization.
Provide full support and encouragement to quality circle movement in the organization.
Provide leadership and guidance to develop the quality circle models, structure and policies.
Design the opportunities for presentations by the quality circles.
Facilitate the approval and implementation of the solutions presented by quality circles.
Sanction the necessary monetary budgets for smooth working of quality circles.
Provide the logistic support as needed (presentation venues, meeting rooms, time, finance,
training facilities etc).
Plan out and execute various training programs for the existing and prospective quality circle
facilitators, leaders and members.
Give due recognition to quality circles, their members and their work by way of prizes,
felicitations and other means.
Develop guidelines for measuring the effectiveness of quality circles and also the quality
circle initiative as a whole.
Review the performance and progress of quality circles periodically.

13. Roles of Facilitators
Act as an effective link between the quality circles and the management.
Coordinate the work of several quality circles through their respective leaders.
Act as a resource person for the quality circles being facilitated.
Arrange for obtaining necessary expertise from other agencies and quality circles.
Keep the motivation and morale level of all the leaders and members at the highest level.
Review the progress of each circle periodically and lead them appropriately.
Continually update the knowledge and skills pertaining to the working of quality circles by
studying the relevant literature and attending the training programs.
Transfer the knowledge and skills to the leaders and the members.
Arrange for additional training to the leaders and members as required.
Arrange for necessary monetary budgets and keep the required records.
Facilitate and guide the quality circle leaders and members to make the management
presentations.
Roles of Leaders
Decide date and time of each quality circle meeting and inform to all the members.
Ensure maximum attendance of all the members in the meetings.
Conduct the meetings effectively.
Motivate the members for their full participation in the proceedings of quality circle meetings
and related activities.

14. Facilitate the members in data collection.
Maintain the records of quality circles meetings and other related activities.
Interact with other quality circle leaders.
Interact with the quality circle facilitator frequently.
Make presentations of solutions to the management. Involve the members in making the
presentations.
Seek management approvals of the solutions.
Ensure implementation of the approved solutions with the active involvement of the
members.
Arrange first time training and later on, the refresher training of the members and self in the
quality circles group process, tools and techniques.
Roles of Members
Focus on organizational objectives through the theme(s) selected for one's quality circle
Theme/problem should be related to work.
Do not bring in the personal issues or problems as the themes of quality circles;
Demonstrate mutual respect.
Take training in all the aspects of quality circles.
Acquire the necessary skills in various quality circle tools and techniques.

15. Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily
and suggesting the solutions.
Attend all the meetings of quality circle. When unavoidable to attend the meeting, seek prior
permission of the quality circle leader.
Participate in implementing the finalized solutions.
How to implement quality circle
Firstly, the management is informed about the quality control circle process that is being
planned.
A committee is formed, and key persons such as a coordinator in-house coach are selected.
The scope is defined, and areas of application identified.
First-line supervisors in the identified areas are given QCC presentations. It is important to
make these impressive, and valuable tips on the subject are available.
This is followed up with extensive training for coordinators and middle management on the
process and their roles.
Employees are invited to become members of a circle, and trained suitably once they sign up.
Thus, a circle is formed and begins work. These may give rise to other circles.
Problems are discussed and solved in a systematic manner in the QCCs. It is very important
that solutions are implemented as quickly as possible, to maintain the momentum.
Usually QCC programs must operate in all sections of the company i.e., in the offices, service
operations and manufacturing. But remember, while the size of the company is not important to a
program's success, the following factors certainly are:
Voluntary participation.
Management support.
Employee empowerment.
Training programs.
Team work.
Problem solving skills.

16. Process of Operation of Quality Circles

17. PDCA CYCLE
How Do Quality Circles Operate?
Appointment of a steering committee, facilitator and QC team leaders.
Formation of QCs by nomination/voluntary enrolment of QC members.
Training of all QC members (by an expert consultant).
Training of non-participating employees (by an expert consultant).
Problem data bank and identification of problems for QC work.
QC problem resolution by QCs through standardized techniques.
Presentation of QC solutions to management.
Evaluation of award/recognition.

18. Stages of Adoption
The quality circles programme has to be introduced very cautiously with care. So, that it can
receive the acceptability and appreciation of one and all.
This program can be adopted in the following stages :-
1. EVALUATION OF FEASIBILITY.
2. GENERAL AWARENESS PROGRAMMES
3. PLANNING AND ORGANISATION OF CIRCLES.
4. ORIENTATION OF FACILITATORS AND LEADERS.
5. ADOPTATION OF CIRCLES.
6. MONITORING AND REVIEW OF ACTIVITIES
EVALUATION OF FEASIBILITY
A study of the organization is first necessary to understand its culture and general health, so
as to determine the practical feasibility of introducing circles.
It is advisable to call in an outside consultant or agency to carry out the evaluation in an
unbiased manner.
GENERAL AWARENESS PROGRAMMES
Before circles can be started, people in the introducing this idea at all levels have to made
aware about it.
This awareness exercise may consist of informal discussions in suitable groups, talks to large
gatherings, seminars, distribution of brochures and publicity literature on QCs, prepared in
the local languages of workers , slide shows , video shows and films.

19. PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel, the areas in which circles are
to be immediately formed are decided and accordingly, leaders and facilitators are chosen
and a steering committee is formed.
It should be made explicitly clear that circles are not substitutes for the task, plant council or
suggestion scheme.
They are voluntary not management inspired or management nominated.
ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and instructions and training to
leaders regarding the operation of circles.
This can be arranged in groups either by the experienced and senior staff of the company or
by an outside consultant.
ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or problems to be taken
up and prepare the agenda in advance. Efforts should be made to select and discuss such
problems which can bring out the innovative ability and potential capacity of workers.
All required help in the form of data, documents, reports, assistance for analytical study by
other knowledgeable staff or training inputs from outside experts should be made available to
circles as per their requirements
MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time, have to be studied
and appropriate actions taken for their speedy implementation.
It has to be ensured that QC once started, function smoothly and perform well for which
cooperation from all concerned must be available.

20. Problem Solving Tools and Techniques Used by Quality Circles
Given below are the most commonly used tools and techniques. These are called the old QC
tools:
Brainstorming.
Pareto analysis.
Cause and effect diagram (or fish bone diagram or Ishikawa diagram).
Histogram.
Scatter diagram
Stratification
Check sheet
Control charts and graphs
Explaination:
Brainstorming:-
Brainstorming is a group creativity technique by which a group tries to find a solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members.
Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the
book Applied Imagination. In the book, Osborn not only proposed the brainstorming method but
also established effective rules for hosting brainstorming sessions.
Brainstorming has become a popular group technique and has aroused attention in academia.
Multiple studies have been conducted to test Osborn‘s postulation that brainstorming is more
effective than individuals working alone in generating ideas. Some researchers have concluded
that the statement is false (brainstorming is not effective), while others uncovered flaws in the
research and determined that the results are inconclusive. Furthermore, researchers have made
modifications or proposed variations of brainstorming in an attempt to improve the productivity

21. of brainstorming. However, there is no empirical evidence to indicate that any variation is more
effective than the original technique.
Nonetheless, brainstorming can be of great utility when the group accounts for, and works to
minimize, the group processes that decrease its effectiveness.
There are four basic rules in brainstorming (Osborn, 1963) intended to reduce social inhibitions
among team members, stimulate idea generation, and increase overall creativity:
o No criticism: Criticism of ideas are withheld during the brainstorming session as the
purpose is on generating varied and unusual ideals and extending or adding to these
ideas. Criticism is reserved for the evaluation stage of the the process. This allows the
members to feel comfortable with the idea of generating unusual ideas.
o Welcome unusual ideas: Unusual ideas are welcomed as it is normally easier to "tame
down" than to "tame up" as new ways of thinking and looking at the world may provide
better solutions.
o Quantity Wanted: The greater the number of ideas generated, the greater the chance of
producing a radical and effective solution.
o Combine and improve ideas: Not only are a variety of ideals wanted, but also ways to
combine ideas in order to make them better.

22. Pareto analysis:-
Pareto analysis is a statistical technique in decision making that is used for selection of a limited
number of tasks that produce significant overall effect. It uses the Pareto principle – the idea that
by doing 20% of work, 80% of the advantage of doing the entire job can be generated. Or in
terms of quality improvement, a large majority of problems (80%) are produced by a few key
causes (20%).
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention. In essence, the problem-solver estimates the benefit delivered by each
action, then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts. However, it can be limited by its exclusion of possibly important
problems which may be small initially, but which grow with time. It should be combined with
other analytical tools such as failure mode and effects analysis and fault tree analysis for
example.
This technique helps to identify the top 20% of causes that need to be addressed to resolve the
80% of the problems. Once the top 20% of the causes are identified, then tools like the Ishikawa
diagram or Fish-bone Analysis can be used to identify the root causes of the problems.
The application of the Pareto analysis in risk management allows management to focus on the
20% of the risks that have the most impact on the project.

23. Steps to identify the important causes using Pareto analysis
 Step 1: Form an explicit table listing the causes and their frequency as a percentage.
 Step 2: Arrange the rows in the decreasing order of importance of the causes (i.e., the most
important cause first)
 Step 3: Add a cumulative percentage column to the table
 Step 4: Plot with causes on x- and cumulative percentage on y-axis
 Step 5: Join the above points to form a curve
 Step 6: Plot (on the same graph) a bar graph with causes on x- and percent frequency on y-
axis
 Step 7: Draw line at 80% on y-axis parallel to x-axis. Then drop the line at the point of
intersection with the curve on x-axis. This point on the x-axis separates the important causes
(on the left) and trivial causes (on the right)
 Step 8: Explicitly review the chart to ensure that at least 80% of the causes are captured

24. Ishikawa diagrams:
Ishikawa diagrams (also called fishbone diagrams, or herringbone diagrams , cause-and-effect
diagrams, or Fishikawa) are causal diagrams that show the causes of a specific event -- created
by Kaoru Ishikawa (1990).[1] Common uses of the Ishikawa diagram are product design and
quality defect prevention, to identify potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes are usually grouped into major categories
to identify these sources of variation.
The categories typically include:
 People: Anyone involved with the process
 Methods: How the process is performed and the specific requirements for doing it, such as
policies, procedures, rules, regulations and laws
 Machines: Any equipment, computers, tools etc. required to accomplish the job
 Materials: Raw materials, parts, pens, paper, etc. used to produce the final product
 Measurements: Data generated from the process that are used to evaluate its quality
 Environment: The conditions, such as location, time, temperature, and culture in which the
process operates
Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s, who pioneered quality
management processes in the Kawasaki shipyards, and in the process became one of the
founding fathers of modern management.
It was first used in the 1940s, and is considered one of the seven basic tools of quality control. It
is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton.

25. Cause and effect diagram (or fish bone diagram or Ishikawa diagram):-
This diagram represents the relationship between some ―effect‖ and all the possible ―causes.‖
The major causes might be summarized under categories referred to as People, Methods,
Materials, Procedures, Machinery, Environment, and/or Policies. However, a QC may use
any major category that emerges or helps people think creatively.
From this well-defined list of possible causes, the most likely are identified and selected for
further analysis.
When examining each cause, look for things that have changed, deviations from the norm or
patterns. For each cause, ask, Why does it happen?‖ and list the responses as branches off
the major causes. This way, a QC looks for causes that appear repeatedly, and reach a team
consensus.

26. Histogram:
When you need to discover and display the distribution of data by bar graphing the number of
units in each category.
A Histogram displays the distribution of measurement data, such as scores, size, time, or
temperature. This is critical since we know that all repeated events will produce results that vary
over time. A Histogram reveals the amount of variation that any process has within it.
Acceptable Bus Arrival Time
14
15
frequency
9
10 8
7
6
4 4
5 2
3
2
1
0
7:52 7:54 7:56 7:58 8:00 8:02 8:04 8:06 8:08 8:10 8:12
arrival time at school
60 data points (10 bus drivers logged their arrival time over 6 day period of time)
Assuming that the perfect arrival time is 8:00 and the goal is to arrive within 5 minutes of the
scheduled arrival time, attention needs to be paid to the causes of the later arrival times.
Scatter Diagramm:
A scatter plot or scattergraph is a type of mathematical diagram using Cartesian coordinates to
display values for two variables for a set of data.
The data is displayed as a collection of points, each having the value of one variable determining
the position on the horizontal axis and the value of the other variable determining the position on
the vertical axis. This kind of plot is also called a scatter chart, scattergram, scatter
diagram or scatter graph.

27. Purpose:
When you need to display what happens to one variable when another variable changes in
order to test a theory that the two variables are related. It shows possible cause and effect
relationships. It cannot prove that one variable causes the other, but it does make it clear
whether a relationship exists and the strength of that relationship.
The direction and ―tightness‖ of the cluster give a clue to the strength of the relationship between
the two variables. If you find the values being repeated, circle that point as many times as
appropriate.

28. Stratification:
A technique that separates data gathered from a variety of sources so that patterns can be seen
(some lists replace "stratification" with "flowchart" or "run chart").
‗Stratification‘ is a term used to characterize a structure of inequality where (a) individuals
occupy differentiated structural positions and (b) the positions are situated in layers (or strata)
that are ranked hierarchically according to broadly recognized standards. The implied reference
to sedimentary layers from geology reflects the relative permanence of the posited structure and
the long history that is assumed to have generated it. Stratification researchers focus primarily
on the empirical study of
(a) the sources of the rankings that generate the hierarchy of strata,
(b) the mobility of individuals between strata, and
(c) the mechanisms of integration that allow societies to cope with the existence of persistent
inequalities between strata.
The structural orientation of stratification scholarship can be contrasted with distributional
approaches to the study of inequality that have dominated economics. Modelling the distribution
of valued resources across individuals makes possible explanations of change in response to
short-run interventions and shocks from unforeseen exogenous events. For stratification
researchers, short-run variation in inequality is considered to be noise that dissipates as social
inequalities are reproduced.
Check sheet:-
The check sheet is a simple document that is used for collecting data in real-time and at the
location where the data is generated. The document is typically a blank form that is designed for
the quick, easy, and efficient recording of the desired information, which can be either
quantitative or qualitative. When the information is quantitative, the checksheet is sometimes
called a tally sheet .
A defining characteristic of a checksheet is that data is recorded by making marks ("checks") on
it. A typical checksheet is divided into regions, and marks made in different regions have
different significance. Data is read by observing the location and number of marks on the sheet. 5
Basic types of Check Sheets:
 Classification: A trait such as a defect or failure mode must be classified into a category.
 Location: The physical location of a trait is indicated on a picture of a part or item being
evaluated.

29.  Frequency: The presence or absence of a trait or combination of traits is indicated. Also
number of occurrences of a trait on a part can be indicated.
 Measurement Scale: A measurement scale is divided into intervals, and measurements are
indicated by checking an appropriate interval.
 Check List: The items to be performed for a task are listed so that, as each is accomplished, it
can be indicated as having been completed.

30. Control charts:-
Control charts, also known as Shewhart charts or process-behaviour charts, in statistical process
control are tools used to determine whether a manufacturing or business process is in a state
of statistical control.
If analysis of the control chart indicates that the process is currently under control (i.e. is stable,
with variation only coming from sources common to the process) then no corrections or changes
to process control parameters are needed or desirable. In addition, data from the process can be
used to predict the future performance of the process. If the chart indicates that the process being
monitored is not in control, analysis of the chart can help determine the sources of variation,
which can then be eliminated to bring the process back into control. A control chart is a specific
kind of run chart that allows significant change to be differentiated from the natural variability of
the process.
The control chart can be seen as part of an objective and disciplined approach that enables
correct decisions regarding control of the process, including whether to change process control
parameters. Process parameters should never be adjusted for a process that is in control, as this
will result in degraded process performance. A process that is stable but operating outside of
desired limits (e.g. scrap rates may be in statistical control but above desired limits) needs to be
improved through a deliberate effort to understand the causes of current performance and
fundamentally improve the process.
The control chart is one of the seven basic tools of quality control.
Chart details
A control chart consists of:
 Points representing a statistic (e.g., a mean, range, proportion) of measurements of a quality
characteristic in samples taken from the process at different times [the data]
 The mean of this statistic using all the samples is calculated (e.g., the mean of the means,
mean of the ranges, mean of the proportions)
 A center line is drawn at the value of the mean of the statistic
 The standard error (e.g., standard deviation/sqrt(n) for the mean) of the statistic is also
calculated using all the samples
 Upper and lower control limits (sometimes called "natural process limits") that indicate the
threshold at which the process output is considered statistically 'unlikely' are drawn typically
at 3 standard errors from the center line

31. The chart may have other optional features, including:
 Upper and lower warning limits, drawn as separate lines, typically two standard errors above
and below the center line
 Division into zones, with the addition of rules governing frequencies of observations in each
zone
 Annotation with events of interest, as determined by the Quality Engineer in charge of the
process's quality
The UCL is three standard deviations above the average and the
LCL is three standard deviations below the average.
GRAPH:
In mathematics, a graph is an abstract representation of a set of objects where some pairs of the
objects are connected by links. The interconnected objects are represented by mathematical
abstractions called vertices, and the links that connect some pairs of vertices are called edges.
Typically, a graph is depicted in diagrammatic form as a set of dots for the vertices, joined by
lines or curves for the edges. Graphs are one of the objects of study in discrete mathematics.
The edges may be directed (asymmetric) or undirected (symmetric). For example, if the vertices
represent people at a party, and there is an edge between two people if they shake hands, then
this is an undirected graph, because if person A shook hands with person B, then person B also
shook hands with person A. On the other hand, if the vertices represent people at a party, and
there is an edge from person A to person B when person A knows of person B, then this graph is

32. directed, because knowing of someone is not necessarily a symmetric relation (that is, one person
knowing of another person does not necessarily imply the reverse; for example, many fans may
know of a celebrity, but the celebrity is unlikely to know of all their fans). This latter type of
graph is called a directed graph and the edges are called directed edges or arcs.
Vertices are also called nodes or points, and edges are also called lines. Graphs are the basic
subject studied by graph theory. The word "graph" was first used in this sense by J.J. Sylvester in
1878.

33. New QC Tools
Quality circles started using additional seven tools as they started maturing. These are:
1. Relations diagram.
2. Affinity diagram.
3. Systematic diagram or Tree diagram.
4. Matrix diagram.
5. Matrix data analysis diagram.
6. PDPC (Process Decision Program Chart).
7. Arrow diagram.
Explaination:
Relations diagram.
Relations Diagram (or Interrelationship Digraph)Relations Diagrams are drawn to show all the
different relationships between factors, areas, or processes. Why are they worthwhile? Because
they make it easy to pick out the factors in a situation which are the ones which are driving many
of the other symptoms or factors. For example, a relations diagram of urban poverty might start
out something like this:

34. Instead of one item following another in a logical sequence, each item is connected to many
other pieces, showing that they have an impact on each one. Once all the relevant connections
between items have been drawn, the connections are counted. Those with the most connections
will usually be the most important factors to focus on.
While the relations diagram is one of the 7 New QC Tools described in the Japanese
classic"Management for Quality Improvement", it is less frequently used than some of its
stablemates. However, in a fairly tangled situation, it is a powerful means of forcing a group to
map out the interactions between factors, and usually helps bring the most important issues into
focus.

35. To create a Relations Diagram:
1. Agree on the issue or question.
2. Add a symbol to the diagram for every element involved in the issue.
3. Compare each element to all others. Use an "influence" arrow to connect related
elements.
4. The arrows should be drawn from the element that influences to the one influenced.
5. If two elements influence each other, the arrow should be drawn to reflect the stronger
influence.
6. Count the arrows.
7. The elements with the most outgoing arrows will be root causes or drivers.
8. The ones with the most incoming arrows will be key outcomes or results.
affinity diagram :-
The affinity diagram is a business tool used to organize ideas and data. It is one of the Seven
Management and Planning Tools.
The tool is commonly used within project management and allows large numbers of ideas
stemming from brainstorming[1] to be sorted into groups for review and analysis.[2]
The affinity diagram was devised by Jiro Kawakita in the 1960s[3] and is sometimes referred to
as the KJ Method.
PROCESS:
Record each idea on cards or notes
Look for ideas that seem to be related
Sort cards into groups until all cards have been used.
Once the cards have been sorted into groups the team may sort large clusters into subgroups for
easier management and analysis. Once completed, the affinity diagram may be used to create
a cause and effect diagram.
Affinity diagrams can be used to:
Draw out common themes from a large amount of information
Discover previously unseen connections between various ideas or information
Brainstorm root causes and solutions to a problem

36. Because many decision-making exercises begin with brainstorming, this is one of the most
common applications of affinity diagrams. After a brainstorming session there are usually pages
of ideas. These won't have been censored or edited in any way, many of them will be very
similar, and many will also be closely related to others in a variety of ways. What an affinity
diagram does is start to group the ideas into themes.
From the chaos of the randomly generated ideas comes an insight into the common threads that
link groups of them together. From there the solution or best idea often emerges quite naturally.
This is why affinity diagrams are so powerful and why the Japanese Union of Scientists and
Engineers consider them one of the "seven management tools."
Affinity diagrams are not the domain of brainstorming alone though. They can be used in any
situation where:
The solution is not readily apparent
You want to reach a consensus or decision and have a lot of variables to consider,
concepts to discuss, ideas to connect, or opinions to incorporate
There is a large volume of information to sort through
Here is a step-by-step guide to using affinity diagrams along with a simple example to show how
the process works.

37. Systematic diagram or Tree diagram:-
The systematic diagram, also known as the tree diagram, maps out in increasing detail the paths
and tasks that must be accomplished to achieve a goal. It looks somewhat like an organizational
chart or a family tree.
Steps for constructing the Systematic Diagram are:
1. Agree on the problem statement.
2. Team members brainstorm ideas that help them better understand the problem. Ask
questions such as "What must happen to achieve?" and "What causes that?"
3. Each item should then be evaluated to see if it is something that you can take action on.
You may code the ideas by placing a number or a symbol on each actionable item, a
different symbol on ideas that require more information to determine if they are
actionable or not, and yet a different symbol on those ideas that you cannot take action
on. Look at these thoroughly prior to making them as not actionable.
4. Place the problem statement on the left side of the paper or other surface on which you
will work.
5. Locate the cards that are most closely related to the problem to the immediate right of the
problem statement.
6. Brainstorm for new ideas to explain the idea cards placed on the systematic diagram. As
the team concurs with these new ideas they should be placed to the right of the idea to
which they apply.
7. Continue to repeat steps 5 and 6 until there are sufficient ideas that, if all are
accomplished, a solution to the problem will be reached.

38. Matrix diagram:-
A Matrix diagram is a graphical tool that shows the connection or correlation between ideas or
issues in the form of a table (matrix). A relationship is indicated at each intersection of rows and
columns as present or absent. The matrix diagram shows the relationship between two, three or
four groups of information. It also can give information about the relationship, such as its
strength, the roles played by various individuals or measurements.
It is a tool used for clarifying problems by ―Thinking Multi-dimensionally‖. It consists of a two-
dimensional array to determine location and nature of problem. Tree diagram needs to be
constructed before moving to Matrix diagram. The output (Means) of tree diagram are required
to put in Y axis of Matrix and on X axis.
Types of Matrix Diagram
There are a number of different shapes of matrix for comparing more than the basic two lists.
There are Six different shaped matrices possible: L, T, Y, X, C and roof-shaped, depending on
how many groups must be compared.
1. L-shaped matrix relates two groups of items to each other (or one group to itself).
2. T-shaped matrix relates three groups of items: groups B and C are each related to A. Groups B
and C are not related to each other.
3. Y-shaped matrix relates three groups of items. Each group is related to the other two in a circular
fashion.
4. C-shaped matrix relates three groups of items all together simultaneously, in 3-D.
5. X-shaped matrix relates four groups of items. Each group is related to two others in a circular
fashion.
6. Roof-shaped matrix relates one group of items to itself. It is usually used along with an L- or T-
shaped matrix.

39. PDPC (Process Decision Program Chart):-
The process decision program chart systematically identifies what might go wrong in a plan
under development. Countermeasures are developed to prevent or offset those problems. By
using PDPC, you can either revise the plan to avoid the problems or be ready with the best
response when a problem occurs.
When to Use PDPC
Before implementing a plan, especially when the plan is large and complex.
When the plan must be completed on schedule.
When the price of failure is high.
PDPC Procedure
1. Obtain or develop a tree diagram of the proposed plan. This should be a high-level
diagram showing the objective, a second level of main activities and a third level of
broadly defined tasks to accomplish the main activities.
2. For each task on the third level, brainstorm what could go wrong.
3. Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant. Show the problems as a fourth level linked to the
tasks.
4. For each potential problem, brainstorm possible countermeasures. These might be actions
or changes to the plan that would prevent the problem, or actions that would remedy it
once it occurred. Show the countermeasures as a fifth level, outlined in clouds or jagged
lines.
5. Decide how practical each countermeasure is. Use criteria such as cost, time required,
ease of implementation and effectiveness. Mark impractical countermeasures with an X
and practical ones with an O.

40. ARROW DIAGRAM:-
An arrow diagramming method (ADM) is a network diagramming technique in which activities
are represented by arrows. It is used for scheduling activities in a project plan.
The precedence relation between activities is represented by circles connecting to one or more
arrows. The length of the arrow represents the duration of the relevant activity.
Sometimes a "dummy task" is added, to represent a dependency between tasks, which does not
represent any activity.

41. Essential requirements for the success of circles
Support from the top management and cooperation from the middle management is an
essential request for the success of circle. Half hearted support is not adequate.
Management should be not expect immediate results and short term benefit from the circle.
It should also be made clear that quality circle do not dilute the responsibilities or authority
of different function. They may only reduce their burden and make things easier.
Circle should not be taken as forums for grievances or personal problems. Such problems
should always be discouraged by the leaders. For this purpose , the agenda of meeting must
be decided earlier. The members should accept the role of the leaders and appreciate the
basic purpose of the basic purpose of these circles.
A reasonably good climate spirit of cooperation and feeling of confidence between the
workers and the management must exist. Workers should feel that improvement of the
company‗s. Performance is not the responsibilities of the manager only but of workers also
and they can play a vital role in this direction.
Persons participating in the circle should be encouraged at appropriate times by the
management
Training of leaders and circle members as of utmost important and this should be arranged
by the management in best possible way.

42. Benefits of QC
Self development.
Promotes leadership qualities among participants.
Recognition.
Achievement satisfaction.
Promotes group/team working.
Serves as cementing force between management/non-management groups.
Promotes continuous improvement in products and services.
Brings about a change in environment of more productivity, better quality, reduced costs,
safety and corresponding rewards.
The benefits of introducing a quality control circle program in the work place are many.
Heightened quality awareness reveals faults in the system that
might obstruct good practices.
It improves the quality of your firm‘s products and services, thereby
increasing the value of your brand, and securing your customers‘
confidence. The quality of customer relationship management can
be further enhanced by using help desk software from the likes of
prosoftware.
The people who are part of the quality control circle will feel a sense
of ownership for the project. Higher yields and lower rejection rates
also result in enhanced job satisfaction for workers, which in turn
drives them to contribute more.
A quality control circle program also brings about improved two-way
communication between the staff and the management.
Finally, the financial benefits will certainly exceed the costs of
implementing the program. A study revealed that some companies
improved their savings ten fold!

43. Characteristics Quality circle
1. Small group of employees – optimum of 8-10 members
2. Members are from same work area or doing similar type of job
3. Membership is voluntary
4. Meet regularly for an hour every week
5. They meet to identify, analyze, and resolve work related problems
6. Resolve work related problems, leading improvement in their total performance.
7. Quality circle enrich the work life of the employees.

44. Code of Conduct for QCs
Attend all meetings and be on time.
Listen to and show respect for the views of other members.
Make others feel a part of the group.
Criticize ideas, not persons.
Help other members to participate more fully.
Be open to and encourage the ideas of others.
Every member is responsible for the team‘s progress.
Maintain a friendly attitude.
Strive for enthusiasm.
The only stupid question is the one that is not asked.
Look for merit in the ideas of others.
Pay attention- avoid disruptive behavior.
Avoid actions that delay progress.
Carry out assignments on schedule.
Give credit to those whom it is due.
Thank those who give assistance.
Do not suppress ideas- do express.
Objectives and causes first, solutions next.

45. Give praise and honest appreciation when due.
Ideas generated by the group should not be used as individual suggestions to suggestion
Impact Of Quality Circle
1. Improvement of human relations and workplace morale
2. Promotion of work culture
3. Enhancement of job interest
4. Effective team work
5. Reducing defects and improving quality
6. Improvement of productivity
7. Enhancing problem solving capacity
8. Improving communication & interaction
9. Catalyzing attitude change
10. Promotion of personal & leadership development

46. Pitfalls And Problems In Quality Circle
1. Lack of faith in and support to Quality Circle activities among management personnel
2. Lack of interest or incompetence of leaders/facilitator
3. Apathy, fear and misunderstanding among middle level executives
4. Delay or non-implementation of Circle recommendations
5. Irregularity of Quality Circle activities
6. Non-application of simple techniques for problem solving
7. Lack of or non-participation by some members in the Circle activities
8. Circles running out of problems
9. Antagonism of non-members towards Quality Circle operations
10. Inadequate visibility of management support
11. Complexity of problems taken up
12. Non-maintenance of Quality Circle records
13. Too much facilitation or too little
14. Language difficulty in communication
15. Communication gap between Circles and departmental head
16. Change of management
17. Confusing Quality Circle for another technique

47. 18. Resistance from trade unions
EXAMPLES OF QUALITY CIRCLE MOVEMENT IN INDIA
1. BHEL -1980 –Mr.S.R.Udapa (GM Operations) 1st Indian to start quality circle
2. Hero Honda motors ―Sunrise Quality circle‖
3. Lucas TVS, Chennai ―honey bee quality circle‖
4. Tata Refectories (located in orissa) ―Niharika quality circle‖ (saved Rs.4000 p.a)
5. Kudhremukh –Iron Ore Plant (located in Karnataka) ―Soorthy Quality Circl
6. XEROX one of the most well known firms in the world has benefitted from it.
7. Xerox reduced waste production by 65000 tonnes annually-with the help of Quality Circles.
8. United Airlines –one of the largest carriers in the USA
Quality circles at UA helped tackle the issue of no-shows and sick leaves.
Result: Sick leaves were down by 17% and UA could save 18.2 million dollars
Some successful example of Quality Circle in Indian Industries:
�Hero Honda Motors
has promoted the ‗Sunrise Quality Circle‘and solve the problem of unsuccessful indicators
supplied by a localmanufacturer. The indicators would always fail in the field ofoperation
endangering the riders of Honda bikes and bringing downthe company‘s reputation. The Sunrise
QC tackled the problem afteran investigation wherein the members found that the
indicatorsfailed due to a gap in the contact points. A few changes in the angleof the piece
concerned and use of foolproof tools led to saving Rs. 80,000 per year. It also helped in
increasing customer satisfactionand improving the reputation of the company.
�The TATA Refractories Limited
Belpahar, Orissa, has promotedthe ‗ Niharika QC‘. The sweepers found that using brush
fibrebristle was more effective in cleaning of oil spills in the maintenancedepartment where they
worked Re- using of plastic brush fibresfrom Toyota Vacuum cleaner of the department enabled
them tosave Rs. 4000 per annum besides leading to better housekeepingand safe working
conditions.

48. Example of Quality Circle Programmes in India
• BHEL-‘Navratna‘ PSU one of the largest PSU‘s in INDIA.
• BHEL‘s Tiruchirapalli Plant : A large heavy engineering units manufacturing boiler‘s
and an entire range of equipments required for a thermal power unit.
• BHEL-pioneer in implementing QC‘s in INDIA. Introduced it in 1981. Introduced in
1984 at the Tiruchirapalli Plant.
• BHEL -1980-Mr. S.R.Udapa (G.M.operations)
1st Indian to start quality circle.
 OBJECTIVES:
Achieve n sustain a reputation for quality at competitive prices in national and
international market for entire product range .
 FUNCTIONS:
1. Preparations of QC manual
2. Preparations of quality plan for various products
3. Formation of annual quality implementations plan.
 Impact of Quality Circles in BHEL
 Cohesive team work and team spirit.
 Work itself is more enjoyable.
 Improvement in interpersonal and intergroup relations.

49.  Improvement in the quality of workmanship within the work group.
 Greater and prompter response to suggestions given.
 Attitudinal changes.
 A greater sense of belonging to the group and the organization as a whole.
 Positive approach.
 Mutual trust.

50. Conclusion
Most studies show that employee participation seems to have a positive effect on performance
and productivity and hence is here to stay. However, Wright (1995: p.180) argues that a trend
emerged during the recession in 1990, suggesting a move away from participative policies back
to the traditional management concerns of cost minimisation and ‗top-down‘ rationalisation.
Wright questions whether the application of new post-Fordist technologies and work
reorganisation within the Australian industry has resulted in a fundamental break with previous
management practice.
The findings in this essay imply that today‘s workers and managers realise that there is no way
back once employee participation has been implemented. Employees are more educated today
than only a few decades ago, and if organisations want to stay alive in an increasingly
competitive global market, they will have to acknowledge the benefits of a motivated, efficient,
co-operative, and productive workforce which increased employee involvement in decision-
making activities will produce. Hence, although organisations can survive in the short-run,
employee participation could be said to be a prerequisite for organisational performance and
growth in the long-run. But productivity may not entail the implementation of participation
programs and schemes if these are not carried out thoughtfully in regard to external and internal
factors such as unions, organisational culture, work force willingness, etc. How employee
participation is best implemented will probably continue to perplex writers and managers, but it
definitely is here to stay.
 Quality circle is implemented to all organisation where there is scope for group based
solution of work related problems.
 Qc is aim to achieve the objectives basically through development of people , the most
important asset of an organisation.

51. INDEX
Intro
History
Objectives
Formal and informal group
What quality circle are nt
Quality circle meetings
AREA of interest
Y quality circle
Structure
How to implement
Stages of adoption
Tools and techniques
ESSential reqirements
Benefits
Code of conduct