2. What We Cover
What We Cover
z Chapter-1.
9Quality and It’s Essentials
z Chapter-2.
9Evolution of Quality Circle
z Chapter-3.
9Quality Circle and It’s Essentials
z Chapter-4.
9Implementation, Benefits and Pit-falls of QC
4. Necessities of Human Beings
Necessities of Human Beings
z Food
z Shelter
z Clothing
z Amenities
To Lead a good Quality of Life
5. Market Scenario “Then & Now”
Market Scenario “Then & Now”
z Seller’s market
( Monopolist Approach)
™ Produce anything
™ No Concern for
Quality
™ No option Given to
buyers
z Buyers Market
( Consumers Approach)
™ Produce only things
needed
™ Concerned with
Quality
™ Many Options
™ People have become
more Choosy
6. Quality and Cost
Quality and Cost
z Quality at any Cost has No Meaning.
z There must be a Good Balance between
the Quality and the Acceptable Cost the
“Customer is Willing to Pay”
7. Quality and Cost Matrix
Quality and Cost Matrix
z Quality Adds
9 Value
9 Increases Productivity
9 Increases Customer
satisfaction
9 Profit
9 Increases Market
Share and So on…
Bad
Business
Antiquated
Platinum
Junk
Good
Business
C
O
S
T
Quality
8. What is Quality
What is Quality
™ The concept of quality is subjective and is
difficult to define
™ Certain aspects of quality can be identified
™ Ultimately, the judgement of quality rests
with the customer
9. Quality Characteristics
Quality Characteristics
™ Measurable
¾ Dimensions
¾ Composition
¾ Specifications
¾ Purity
¾ and so on..
™ Non Measurable
¾ Appearance
¾ Taste
¾ Service
¾ Customer Appeal
¾ and so on..
10. Quality ( General )
Quality ( General )
z It is the narrowing up of the Gap
between the Customers Expectation
and the Suppliers Process
Capability
11. Definition of Quality
Definition of Quality
9
9“
“The degree of excellence of a thing”
The degree of excellence of a thing”
(Dictionary)
(Dictionary)
9
9“The totality of features and
“The totality of features and
characteristics that satisfy the
characteristics that satisfy the
needs” (ASQ)
needs” (ASQ)
9
9Fitness for use
Fitness for use
9
9Quality of design
Quality of design
12. Definition of Quality
Definition of Quality
9 Conformance to specifications
and standards
9 Meeting customers’ needs
9 Loss imparted to society
13. How to Achieve It
How to Achieve It
™ Using the 5’Ms of the Organization
14. Quality Control and Inspection
Quality Control and Inspection
¾ Quality Control Dept can not achieve
“Quality”
¾ It has been already Determined by the
time the product has reached inspector
¾ Inspector at his best can Segregate
¾ He can’t undo what has been already
done
15. What is Required
What is Required
z CWQC
z Purchase
z Design
z Engineering
z Production
z Finance
z Q.C., and so on…
16. Building Quality
Building Quality
z Quality is not a “Gamble”
z It is a Sustained Good Work
z “ Doing Right the First Time ”
z Self Control
z Building Step by Step, and
z Stage by Stage
Not Giving “Any Chance” to QC Inspector
17. Gaining Profits
Gaining Profits
z Better Quality
z Reducing “Wastes and Rejections”
z Adding Value
z Defect free goods
z Good Service
z Providing goods at affordable Cost
z Effective Utilization of Resources.
18. Results and Outcome
Results and Outcome
z Sense of Satisfaction
z Pride of people engaged in the activity
z Brand name and Creating Identity
z Increased Market Share
z Achieving higher Productivity
z Increased Profits
z Sense of Belonging
20. Scenario After WW
Scenario After WW-
-II
II
z Japan was Known for it’s poor “Quality-
Goods”
z Shift in Quality Leader Ship
9 1920’s Germany
9 1950’s USA
9 1980’s Japan
21. Current Scenario of Japan
Current Scenario of Japan
9 Way ahead in
¾ Quality
¾ Productivity
¾ Innovation
9 Way achieved
¾ Hard work
¾ Intelligent Effort
¾ Single minded
devotion to
“Quality”
22. Nation Wide Promotional
Nation Wide Promotional
Policy
Policy
z Launched a number
of Major tools in a
package of program
™ Statistics
™ Quality Circles
™ Quality control
™ Quality training
™ Quality Audit
Harnessed the
Un-Tapped
Intelligence of
work forces by
virtually
“Eliminating all
Defects”
23. Key Aspects of Revolutionary
Key Aspects of Revolutionary
Changes
Changes
z Invited Quality “ Gurus From USA”
9 Dr., Demming
9 Dr., Juran Joseph
z Propagated CWQC and Training
Japanese supervisors
z Application of SQC on shop floor
24. Philosophy
Philosophy
z Demming
9 P-D-C-A Cycle and SQC
z Juran
9 SQC Techniques and Implementation
z Propagation Through Supervisors
Assembled groups of Workers and
disseminated the Knowledge Learnt, This
resulted in group work and promoted QC
25. Application of philosophy
Application of philosophy
z Automobiles
z Watches
z Cameras
9 Result
¾ Americans started sending teams to
Japan
¾ Working methodology
¾ Impact of quality circle
26. Aim of QC Movement
Aim of QC Movement
z Development of people
z Promotion of family feeling
z Gaining confidence and satisfaction
z Empowerment
z Improvement in work life
z Tapping of peoples’ intellectual
capabilities
z Improving quality, productivity and
performance of products
28. Philosophy of Quality Circle
Philosophy of Quality Circle
z Similar to Village Panchayat
z Democratic Process
z Participative Management Culture
z Bossism – Never Accepted
z Sharing of Ideas and Expertise with Mgt
z Solving the problems of same work area
29. Definition of Quality Circle
Definition of Quality Circle
z A Quality Circle is a Group of 6-10
( members) People coming together
Voluntarily to Identify Work-Area
problems, Analyze them and find
solutions.
30. Working Methodology
Working Methodology
z Forming a Group of 6-10 Members
z Meet once in a Week on regular Basis
z Selecting the name of QC
z Electing a Leader to conduct Deliberations
z Fixing the day-venue for their weekly
meetings
z Identify work area problem & find solution
z Present and Implement solution after
management approval
z Review and follow-up Implementation
31. Quality Circle Operation Cycle
Quality Circle Operation Cycle
z 1. Problem Collection
z 2. Problem Selection
z 3. Problem Analysis
z 4. Problem Solution
z 5. Management Presentation
z 6. Implementation
z 7. Review and follow-up
32. Problem Collection
Problem Collection
z Creating a Problem Bank
z Assigning a Priority Number to Problem
z Priority based on “Benefit, Potential and
Urgency”
z Problem Collection as a “Continuing
Activity” as ABC policy
z A- Not in purview
z B- Involving other Departments
z C- Within their full control
33. Problem Selection
Problem Selection
z Pick up one problem at a time
z Follow order of Priority
z Priority can be changed with circumstances
z Any body can refer the problem to the
circle
z Priority will be decided by the circle
34. Problem Analysis
Problem Analysis
z Subjective opinion and feeling has no
meaning
z Every problem has an effect
z Identify the underlying causes
z Brain storm to establish cause and effect
z Use all relevant tools
35. Problem Solution
Problem Solution
z Create a proper environment and group
thinking
z Combine Experience and Expertise of the
work area
z Generate number of alternate solutions
z Select the Optimum solutions
36. Management Presentation
Management Presentation
z Grand finale
z Moment of Pride
z Sells their project (solution) to Mgt
z Motivates the Potential QC Members
z Promotes the concept to the organization
z Recognition from superiors
38. Implementation, review, and
Implementation, review, and
follow
follow-
-up
up
z Chalk out a schedule
z Implement the accepted Proposal of the
management
z Review the results
z take follow-up action
39. Leadership
Leadership
z Every Member is a Potential leader
z A leader need not be permanent
z It is through rotation
z Leads to development of leadership
qualities
41. Executive Committee (Top
Executive Committee (Top-
-Mgt)
Mgt)
and Its Activities
and Its Activities
z It is the core of Quality Circle
z It is a policy making body
z Provides Guidance to Steering Committee
z Selects Facilitator
z Guidelines to Facilitator
z Visible support to Quality Circle
z Promotes Motivation
z Recognizes the members efforts & Soln.
42. Steering Committee and their
Steering Committee and their
Activities
Activities
z Plant Manager
z Production Manager
z Maintenance Manager
z Product Manager
z Safety manager
z Ind. Engineer
z Facilitator
z QC Manager
z Reviews QC
operations
z Necessary support
and Help
z Ensures support from
Middle management
43. Facilitator
Facilitator
z Organizes, Co-ordinates QC activities
z Trains QC members
z Helps in putting up Mgt Presentations
z Provides required support to QC
z Arranges required machines, and amenities
z Motivates the team
z Communicates at all the three levels
44. Qualities of Facilitator
Qualities of Facilitator
z Acts as King-Pin of Quality Circle
z Friend, Philosopher and a Guide
z He must be of reasonable standing in the
Organization
z People loving
z Dynamic
z Educated and Un-assuming
46. Training of Quality Circle
Training of Quality Circle
z Is the back bone of QC movement
z Provides right inputs to members
z Improves abilities of QC members
z Since they are not used to rigors of
problem solving
47. Method of QC Operation
Method of QC Operation
z Organized by Facilitator
z Should not be organized as a crash course
z Should be organized over a period of time
z One session per week
z Dealing one topic at a time
48. Method of QC Operation
Method of QC Operation
z Members assimilate them easily
z Each member Understands everyone
z Batch should not be more than 20-25
z More of a Work shop and less of theory
z Practical Exercises must be given
49. Training Tools of QC
Training Tools of QC
z Seven tools of TQM
9 Pareto analysis ( Histogram )
9 Cause and Effect Diagram
9 Check Sheets
9 Flow charts
9 Scatter Diagram
9 Run chart
9 SQC Techniques
z Brain storming
z Cost Benefit Analysis
51. Pareto Principle
Pareto Principle
z Vilfredo Pareto (1848-1923) Italian
economist
– 20% of the population has 80% of the wealth
z Juran used the term “vital few, trivial
many”. He noted that 20% of the quality
problems caused 80% of the dollar loss.
52. Pareto Diagram
Pareto Diagram
It is a categorical classification of data
Such as
z Field failures
z Complaints
z Types of nonconformities
54. Pareto chart Advantages
Pareto chart Advantages
• Important tool for problem Identification
• Categorizes to vital few and trivial many
• Leads for measurement of process
56. Histogram
Histogram
It is used for numerical data
z Describes variation in process
z Brings relationship between target and
specification
z Shows the shape of population
z Helps to evaluate the spread of data
58. Histogram
Histogram
Helps to
• Visualize the distribution
• Location, spread and shape
• Visualize the snap shot of a process
• Provide Information on quality
problems
• Decision making
61. Cause and effect diagrams
Cause and effect diagrams
To construct the skeleton, we need:
z For manufacturing - the 4 M’s
9man, method, machine, material
z For service applications
9equipment, policies, procedures, people
62. Cause and Effect “Skeleton”
Cause and Effect “Skeleton”
Quality
Problem
Materials
Equipment
People
Procedures
64. Fishbone Diagram
Fishbone Diagram
Quality
Problem
Machines
Measurement Human
Process
Environment Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old / worn
Defective from vendor
Not to specifications
Material-
handling problems
Deficiencies
in product
design
Ineffective quality
management
Poor process
design
Inaccurate
temperature
control
Dust and
Dirt
65. Cause and effect diagrams
Cause and effect diagrams
z Advantages
• making the diagram is educational in itself
• diagram demonstrates knowledge of problem
solving team
• diagram results in active searches for causes
• diagram is a guide for data collection
67. Check sheets
Check sheets
z Are data collection devices
z Accurate data are obtained
z This helps for further interpretation
Forms are individualized developments
71. Flow Diagrams
Flow Diagrams
" Draw a flowchart for whatever you do.
Until you do, you do not know what you
are doing, you just have a job.”
-- Dr. W. Edwards Deming.
72. Flow Diagram (chart)
Flow Diagram (chart)
Identifies
z Flow of product or services
z Flow of activities
z Flow of manufacturing
z Easy to visualize the entire system
z Identifies potential trouble spots
z Answers, who is the next customer
z Locates control activities
73. Types of flow chart
Types of flow chart
z Activity flow chart
z Process flow chart
78. A typical Process Flow Chart
A typical Process Flow Chart
Step
Operation
Transport
Inspect
Delay
Storage
Distance
(feet)
Time
(min)
Description
of
process
1
2
3
4
5
6
7
8
9
10
11
Unload apples from truck
Move to inspection station
Weigh, inspect, sort
Move to storage
Wait until needed
Move to peeler
Apples peeled and cored
Soak in water until needed
Place in conveyor
Move to mixing area
Weigh, inspect, sort
Total
Page 1 0f 3 480
30
5
20
15
360
30
20
190 ft
20 ft
20 ft
50 ft
100 ft
Date: 9-30-00
Analyst: TLR
Location: Graves Mountain
Process: Apple Sauce
79. Advantages of Flow Diagrams
Advantages of Flow Diagrams
z Operation reduction
z Scope for combining the processes
z Eliminating number of steps
z Identifying the bottlenecks
81. Scatter diagram
Scatter diagram
Way to identify
z Cause and effect relationship between
two variables
z Deviation of points
z Equal distribution of points on either
side of the line
83. Examples of scatter diagram
Examples of scatter diagram
z Cutting speed vs tool life
z Training vs errors
z Current vs cooling effect
z Breakdown vs equipment age ..and
so on.
85. Run Charts
Run Charts
z Run Charts (time series plot)
– Examine the behavior of a variable over
time.
– Basis for Control Charts
86. Run charts
Run charts
It is similar to x-bar chart and provides
information in 3 possible factors
z Indication of average line
z It can be a standard reference value
z Population mean line
87. Run chart advantages
Run chart advantages
z Effective way of finding information
about the process
z Analyzing the process in the
development stage
z Provides information on data analysis
89. Techniques of Quality Control
Techniques of Quality Control
z Control charts
z Acceptance sampling
90. Control Charts
Control Charts
z Definition:
They are graphs that would project the A
statistical tool to determine, whether a
process is in control.
91. History of Control Charts
History of Control Charts
z Developed in 1920’s By Dr. Walter A.
Shewhart. Shewhart worked for Bell
Telephone Labs in America and introduced
this technique for the first time
92. Two Types of Control Charts
Two Types of Control Charts
z Variable Control Charts
z Attribute Control Charts
93. Variable Control Charts
Variable Control Charts
z Deals with items that can be measured
z Examples
1) Weight
2) Height
3) Speed
4) Volume
94. Types of Variable Control
Types of Variable Control
Charts
Charts
z X-Bar chart
z R chart
95. Variable Control Charts
Variable Control Charts
z X chart: deals with a average value in a
process
z R chart: takes into count the range of the
values
96. Attribute Control Charts
Attribute Control Charts
z Control charts that are drawn for the quality
attributes of a process to determine if the
process is performing “in or out of control”.
97. Types of Attribute Control
Types of Attribute Control
Charts
Charts
z P chart
z C Chart
z U Chart
98. Attribute Control Charts
Attribute Control Charts
z P Chart: a chart of the percent defective in
each sample set.
z C chart: a chart of the number of defects per
unit in each sample set.
z U chart: a chart of the average number of
defects in each sample set.
99. Reasons for using Control
Reasons for using Control
Charts
Charts
z Improve productivity
z Make defects visible
z Determine what process adjustments need
to be made
z Determine if process is “ in ” or
“ out of control ”
100. How Will Using Control Charts help the
How Will Using Control Charts help the
Company?
Company?
z Possible Goals when using Control
Charts in the Company:
1. Line reengineering
2. Continuous improvement of process
3. Increased profits
4. Zero defects
102. Implementation
Implementation
ƒ Form quality circle group (team)
ƒ Identify work area problems
ƒ Take one problem at a time
ƒ Find solution to the problem
ƒ Conduct management presentation
ƒ Implement the solution
ƒ Carry out follow-up activities.
103. Benefits
Benefits
z Enrichment of members work life
z Changes in workers attitude
z Brings cohesive team culture
z Avoidance of drudgery due to stereotypic
work
z Improved work environment
z Happy relations with co-employees
z Greater job satisfaction.
104. Pit falls of QC
Pit falls of QC
z Lack of top managements support and its
withdrawal will leave the circle at loose-
ends
z Mere assurance of support
z Disapproval of acceptable QC’s solutions
z Expectation of miracles overnight
z Ill defined objectives and policies
z Disapproval of QC philosophy by the Boss
z Expectation of morality from the bottom
105. Pit falls of QC. Cont….
Pit falls of QC. Cont….
z Capital sanctions not being released in time
z Indifference of middle management to QC
z Middle management should not consider the
activities of the circle as waste of time
z Lack of understanding and objectives of QC
z Improper planning by the facilitator
z Improper training facilities
106. Pit falls of QC. Cont….
Pit falls of QC. Cont….
z Incomplete Knowledge
z Irregularities by facilitator on QC activities
z Non co-operation of facilitator in all three
levels
z Communication gap among circle members
z Mad rush to expand the activities by the
facilitator
z Lack of publicity on the circle activities.
107. Pit falls of QC. Cont….
Pit falls of QC. Cont….
z Language barriers
z Authoritarian approach by boss, unable
to get along with the workers
z Lack of initiative and participation
z Mixing up of projects at one time
z Devoid of mutual trust and respect
among members
108. Where it can be applied
Where it can be applied
Applicable to all work situations, such as
z Production
z Service
z Government departments
z Industries
z All most all organisations
109. Where it can be applied.
Where it can be applied.
Cont…
Cont…
z Applicable to areas concerned with
The end
quality costing
production safety
marketing personnel
