QCC basic structure

2. QUALITY CIRCLE
 DEFINITION
“Quality circle refers to small group of employees, belonging to the same
work area who meet voluntary and regularly to discuss Productivity,
Quality problems, identify, analyze and resolve problems related to their
work area”
 Other Names of Quality Circles
 Small Groups
 Action Circles
 Excellence Circles
 Human Resources Circles
 Productivity Circles

3. QUALITY CIRCLES
 Group of 4-5 employees from same work area
 Facilitator trains & helps with meetings
 Meet on regular basis
 Solve problems related to work
 Voluntary group of persons
 Work on similar tasks
 Share area of responsibility

4.  First Quality circles was established in QCC Head Quarters in Japan in
1962, by Japanese Union of Scientists and Engineers (JUSE) and the
man who initiated the idea is Dr. Kaoru Ishikawa.
 1962: First annual QC Conference for Foremen was held in Japan.
 1970: Registered Quality Circles grew to 30000 in 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.
HISTORY OF QUALITY CIRCLES

5.  Quality Circle is one of the employee participation in decision making and
problem solving that improves the quality of work.
 Quality Circle implies the development of skills, capabilities, confidence
and creativity of the people.
 It creates conditions and environment of work that stimulates
commitment towards excellence.
 Quality Circles utilize the potential of people for improvement in quality.
WHY QUALITY CIRCLES:

6. OBJECTIVES OF QUALITY CIRCLES
 Promote job involvement
 Improve communication .
 Promote leadership qualities
 Reduce errors.
 Develop harmonious manager, supervisor and worker relationship
 Improve Efficiency
 Increase employee motivation
 Job satisfaction
 Problem solving capacity
 Participation
 Self-discipline

7. CHARACTERISTICS Of QUALITY CIRCLE
 Small group of employees – optimum of 4-5 members
 Members are from same work area or doing similar type of job
 Membership is voluntary
 Meet regularly for an hour every week
 They meet to identify, analyze, and resolve work related problems
 Resolve work related problems, leading improvement in their total
performance.

8. THE IMPACT OF QUALITY CIRCLE
 Improvement of human relations and workplace morale.
 Promotion of work culture.
 Enhancement of job interest .
 Effective team work .
 Reducing defects and improving quality.
 Improvement of productivity.
 Enhancing problem solving capacity .
 Improving communication & interaction.

9. Structure of Quality Circle
Top Management
Steering Committee
Co-ordinator
Facilitator
Leader
Member
Non QC Member

10. Top Management Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
The Success of the quality circle 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.

11. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
Steering committee called middle management consists of chief executive
heads of different divisions or a coordinator plays a positive role in quality
circle’s activities for the success of the efforts.

12. Top
Management
Steering
Committee Coordinator Facilitator Leader Members
Non QC
Members
Coordinator, who also acts as a facilitator, is an individual responsible for
coordinating and directing the quality circles activities within an organization and
carries out such functions as would make the operations of quality circles smooth,
effective and self-sustainable.

13. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
Facilitator acts as a catalyst, innovator, promoter and
teacher and is nominated by the management.
Communicating with all levels of management and obtaining
their support.
Facilitating the training of leaders and members.
Ensure objectivity in the activities.
As a mediator in problem solving.
Evaluating the cost and benefits.

14. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
 Leader is chosen by the members from amongst them.
 He may be foreman / supervisor/ charge man or any other member.
 Member can decide on the leader for each project.
 Leader is responsible for the effective performance of his circle.
 He must be prepared to face challenge to his ideas.

15. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members Non
Members
Members of the quality circles are a small group of people from the
same work area or doing similar type of work whereas non-
members are those who are not the members of the QC but provide
suggestions. Members are expected to;
 Attend meetings regularly;
 solving work-related problems;
 Participating in management presentations

16. HOW CAN THEY BE USED IN AN ORGANIZATION?
 Increase Productivity
 Improve Quality
 Boost Employee Morale

17. 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).

18. CODE OF CONDUCT FOR QC
 Attend all meetings and be on time.
 Listen to and show respect for the views of other members.
 Criticize ideas, not persons.
 Help other members to participate more
 Encourage the ideas of others.
 Every member is responsible for the team’s progress.
 Friendly attitude.
 Pay attention- avoid disruptive behavior.
 Objectives and causes first, solutions next.

19. PROCEDURE FOR QUALITY CIRCLES MEETINGS
 The leader explains the problem.
 The members pool ideas.
 The suggestions are recorded.
 The participants in the consultation are free to make amendments and
additions.
 The suggestions are evaluated and weighted according to their
feasibility and practicability.
 Suggested decisions are formulated and recorded jointly
 The managing directors in the enterprise are informed of the results of
the consultation in the quality circle. Different solutions are suggested
and argued.

20.  Quality Circle Leader initiates and takes the following actions:
 He prepares an agenda and circulates to all members to attend
meetings.
 He invites Facilitator for meetings wherever necessary.
 He explains the agenda and asks all the members to participate.
 He tries to accommodate different view points of members and ensure
that focus is not lost.
 The meetings should be conducted as scheduled.
 He ensures that the decision on problem solving by way of consensus.
 He summarizes discussions at the end of the meeting.
 Minutes of the meeting is prepared and submitted to the facilitator
HOW QC MEETINGS ARE CONDUCTED

21. FACTORS FOR THE SUCCESS OF QC
ACTIVITIES
 Make a master plan and divide into elements
 Study, discuss and solve the problem with the co-operation of all the
members so that their commitment is assured for the implementation
 Constantly review the progress and the status of the solution

22.  Lack of Management commitment & support
 Resistance by middle management
 Resistance by Non- participants
 Lack of clear objectives
 Different activities of members of quality circle
 Quality Circles are not really empowered to make decisions
 Failure to get solutions implemented.
PROBLEMS OF QUALITY CIRCLES

23. BASIC FLOW OF QCC PPT
Step Name Key Points
1 Introduction • Write The Theme and Name of the Circle.
• Show Photographs or illustration of the company, workplace and products.
2 Circle Overview • Introduction of the Circle Leader and Members.
• Show the History of Circle and Company in a Pictogram.
3 Process Overview • Show Photographs or illustration of the work and Production Process.
4 Reason for Theme Selection • Explain the reason for the Theme Selection in detail.
• Show the background of selection, current situation and future using data.
5 Current Analysis • Express the current situation in Graphs.
• Stratify data in order to express dispersion clearly.
6 Target Setting • Graph Three factor of the Reports of the target.
• Explain the Reason of the target setting.
7 Activity Plan • Make the schedule of each step in the table.
• Put the name of the designated persons responsible for each step.
8 Cause Analysis • Circle the main cause of emphasis
• Express the main cause clearly with information of 5W and 1H
9 Countermeasures
(Planning and Implementation)
• Explain the countermeasure planning process with the QC Tool.
• Explain the collaboration with supervisors and related division.
10 Result Confirmation • Compare the Target with the actual performance.
• Include all effects such as ripple effects.
11 Standardization & Establish control • Express standards with 5W & 1H
• Show transition after standardization.
12 Reflection & Future Plan • Summarize the good and bad Points in a chart.
• Explain how to deal the remaining problems.

24. Introduction
Circle
Overview
Process
Overview
Reason for
Theme
Selection
Current
Analysis
Target Setting
Action Plan
Cause Analysis
Countermeas
ures
Result
Confirmation
Standardizati
on
Reflection
and Future
Plan

25. Month/year
Weeks W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43 W44 W45 W46 W47 W48 W49 W50 W51 W52 W53 W54 W55 W56 W57 W58 W59 W60 W61 W62 W63 W64 W65 W66 W67 W68 W69 W70 W71 W72 W73 W74 W75 W76 W77 W78
1 1stPhase Selection
1.1 Registration
1.2 Level Assessment (BEFORE)
1.3 ThemeSelection
1.4 Current Situation
2 2ndPhase GenbaReview
2.1 Set aGoal andActivity Plan
2.2 AnalyisetheRoot Cause
2.3 CounterMeasurePlanning
3 3rdPhase 2ndGenbaReview
3.1 CountermeasureandIdeas Implementation
3.2 Result Confirmation
3.3 Standardization
3.4 FuturePlanandLevel Assessment (AFTER)
4 Pre-eliminationRound
5 FinalRoundWithHigherManagement
QCCSCHEDULE
Step
Jan'23 Feb'23 Mar'24 April'23 May'23 Jun'23
July'22 Aug'22 Sep'22 Oct'22 Nov'22 Dec'22

28. CONCLUSION