Quality Control Circle (english) 5d224i

QUALITY CONTROL CIRCLE (QCC)

OR Kaizen Promotion Team (KPT)

1. What is Quality Control? • Quality Control is a total management emphasis on the significance of quality in order to develop, produce, sell and serve the products which satisfy customers economically. • It tries to find problems in early stage and carry out recurrent prevention according to the problem data. • It is not only inspection • Inspection is simply sorting out good products from poor according to given standards. 2

2. What are QC Circles?

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III. The basic concept of QC Circle • The origin of QC circle is Participative and Human Oriented Management. • This management philosophy more focus on human workforce. • Because it consider human being as the biggest asset of any organization.

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The basic concept of QC Circle… • Due to this, the management philosophy believe that any human workforce, with out considering its position, should give the chance to forward improvement ideas.

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This kind of management approach is important: • To draw out the most of abilities of individuals and bring out hidden potentials. • To respect the workers and provide a cheerful environment where employees can get the feeling of meaningfulness, and • To contribute to reforming and developing the organization through group activities as part of CWCM (company wide quality mgt) 6

Work place in the past 1. To manufacture products, it is better to divide the work into as much simple work as possible. 2. Workers are only required to repeat their work without any mistake. Mass Production.avi

• These atrategies were good indeed to raise work efficiency and to reduce mistakes. • Lose meaningfulness in their work • Lose enthusiasm for manufacturing 7 products

Roll of QC Circle • We humans regard our given tasks as valuable and try to accomplish it properly • When we can utilize our abilities in our work, we can feel a huge amount of interest and meaningfulness

• So when an emplyee is trusted by a supervisor of handling the job and assigned to a job, he/she will probably work to the extent of his/her abilities. • For this purpose the need of a group whose get together to discuss their work arose. 8

How to promote QC Circle

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2. What are QC Circles? • QC Circles are small circle groups consisting of first-line employees who continually and collectively find a problem and discuss on alternative remedies to control and improve the quality of their work, products and services. • QC circles select and analyze work-related problems 10

2. What are QC Circles? • The are from the same section that do the same type of job in order to have common understanding of problems and all participation. • QCC can be formed not only by production workers but also office workers.

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2. What are QC circles? • QC circles operate autonomously and utilize QC concepts, tools and techniques. • The QC Circle is likened to a small community where everyone is familiar with everyone, where one’s contribution is easily recognized, and where sense of belonging is realized. • The QC Circle Coming from the same workshop, it is easier for them to talk about how to improve the way their work is done because they have a common language, have the same work environment and experiences, are affected by the same factors, and have one goal.

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3. Basis of QC Circle Activity  Number of QC Circle member is 5-10 people (1-group).  Has a Leader and Secretary. Leaders can be from supervisor or leading person in the workplace.  Regular meeting at least once every week for 15 or 30 minutes.  QCC have to do continuous improvement activities by tapping creativity.  QCCs use several kaizen tools like QC 7 tools (Pareto diagram, Fishbone diagram etc), 5S, Brainstorming, Why-Why Approach, 5W1H etc.  Sub-groups can be made in case the workers work in different shifts. Sub-groups should have t meeting once every 1 or 2 months. 13

Basis of QC Circle Activity…  There should be Coordination between QC circles.  All participation is required in QCCs.  QCCs solve problems autonomously related to workplace such as:  problems of quality,  cost,  morale,  safety,  improvement of service and quality of work,  self-discipline activities focused on humanity etc. 14

Basis of QC Circle Activity…  QCCs Choose a problem/theme with big effect, and highly interest by  Follow steps of QC story to solve the problem. 15

Practice of problem solving Activities Opportunities for discussion (Establishing team work) and study Carrying out problem solving activities

•Analyzing problems •Selecting theme • Activity procedure • Asg roles to each member • Scheduling • All circle hold QCC meeting in accordance with the action plan • Documents the detail as a report •Using work-related knowledge 16 and QC techniques

4. Types of QC C 4.1. Sub-Circles: if a workplace consists of more than 7 or 10 employees, it is better to form more circles (sub circles), Or if there is shift operation. 17

Types of QCC… 4.2. t Circles: also called united circles or collaborative circles. 1)several circles work together To tackle a single problem. 2)When QCC exchange information to tackle the same problem. 3)several QCC work on a significant theme divided into sub themes. 4)part or all of the other QC circles. 18

Types of QCC… 4.3.Theme-driven QCC: to solve a problem effectively, a small group may be formed by the from several different sections or departments or managerial posts.  The circle is dissolved after the successful solution of the theme. Its launch a different QCC activity under a new theme in collaboration with other individuals. 19

5. Aims of QCC activity  To develop capabilities and achieve self-actualization.  To make the workplace more pleasant, vital and satisfying.  To improve customer satisfaction and contribute to society.  To create good workers relationship or team spirit through close discussion.  To develop recognition of importance of work and raise responsibility.  To establish discipline in workplace and do proper work by reducing mistakes.

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6. Benefits of QC Circles  Quality control circles benefits the organization as well as the employees 6.1 Benefits to the organization:- QC circles: i. Improve employer-employees relation ship. ii.Develop participative culture and team spirit. iii.Reduce: work-related errors. iv.Increase productivity and reduce cost. v. Improve quality of goods and services produced by the firm. 21

Benefits of QC Circles… i. Leads to better efficiency in the organization. ii. Catalyses attitudinal changes. iii. Create consciousness regarding quality, cost, safety, house-keeping, etc iv. Save a certain amount of managerial time, previously spent to solve problems which will be now solved.

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Benefits of QC Circles cont… 6.2 Benefits to the employee:- QC circles i. Provide job interest which is absent in the routine work. ii. Gives sense of participation. iii.Develop latent/hidden problem solving capabilities of the employees. iv.Improve individual’s communicative abilities v. Advance employee’s career and personal development (develops competence in creating changes and prepares better for supervisory position)

Benefits of QC Circles… i. Inculcate team spirit ii. Provide improved work environment and work methods iii. Improve morale on the shop. iv. Involves workers in decision making. v. Removes frustration vi. Encourages employees to get involved with common goals of the company. 25

7.Activities of QC circle

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7.Activities of QC circle… (cont.) 7.1.Ten points Activities of QC circle (1) The purpose of activity is, to organize group in the same workplace, and to make a workplace cheerfully and vitality working together with keeping good communication. (2) QC activities are connected to the work, to create improvement minds not satisfy present condition, and challenge for the future. (3) Open QC circle meeting regularly and keep discussion freely actively, and challenge a new theme one after another. Solving problems at the work places (4) This is activities to improve quality of work, product, and service, and finally achieve goal to improve customer satisfaction and to contribute to the society by managing the work place(work place rules,standards and 5s…etc) (5) QC circle activity is required self-development to enhancing own ability and own possibility. It is just for yourself, and attain self-capability and self-realization.learning through QCC.

Ten points Activities… cont… (6)It is independent activities, think by one-self, and participate, work together with, cooperate with other , and planning by all member. The one is sharing and responsible a part by each member. (7)The activities are required continuous study session, to create new knowledge, and utilize it to challenge a problem, such as circle management, making solution, and so on. (8)The activities are required special work knowledge and technology, such as QC technique. (9)The activities required wider view through participating the QC circle convention, and the training meeting, and so on. These are opportunities to development mutual power each other, communicate with person by person, circle by circle. (10)Managers and supervisors must recognize importance of employee training and activating workplace, and guide and them continuously.

7.2 Problems not Discussed by QCC Reward and wages Personalities Individual complaints Staff benefits Disciplinary policies Work termination policies Collective agreement issues

8. QC Circle Introduction Process

9. Promotion System of QC Circle Activities and management roles GM Promotion committee

Bureau Section committee QCCircle

Leader Member

Section committee QCCircle

Section committee QCCircle

Leader

Leader

Member

Member

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9.1 Manager’s Role • Put in direction of QC circle activity policy and goal. • Train knowledge and skill necessary for QC circle activities. • Make to acquire extensive skill, technology. • Give guidance, , cooperation actively. • Evaluate properly QC circle activities. • Make opportunity of mutual enlightenment/information sharing. • Managers must take lead to carry out the 32 activities.

9.2 Role of Promotion committees/ Kaizen core team  Set clear policy and goal for QC Circle activity.  Establish operational guidelines.  Follow the condition of QCC.  Give guidance, , and cooperate actively.  Coordination of QCC activities in the company.  Evaluate QC circle activities at least once a year using criteria and give advise as needed. 33

9.3 Role of Section committees  Provide active to the QCC.  Organizes training programs for new QCC.  Organize QCC presentations.  Coordinate and ensure availability of facilities to all QCC 34

9.4 QCC Leader's Role  Make clear the purpose of the QC circle’s activities.  Direct activities of QC circle.  Perform as a member in the QC circle activities.  Maintain good atmosphere in which all can express their opinions.  Manage QC circle activities with appropriately asg roles to all the .  Train next leader.

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9.5 Member's role • • • • • • • •

Responsible to business assignment in the workplace Follow always the workplace rule and discipline Participate in QC circle activities actively. Participate in QC circle meeting. Speak something actively in QC circle meeting. Perform and responsible to ones part assignment Cooperate with other member’s activities Arrive at meetings on time.

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10. Continuous Improvement Cycles Correct

Plan

Do

Act/ Improvement

If the output/result is Infeasible

Check

If the output/result is feasible

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11. Process of problem solving type o Process 1 : Selection of theme  Grasp problem  Decide theme o Process 2 : Grasp present, setup goal  Collect facts  Decide attack object,  Evaluate size of the theme, contents, influence area, and difficulty to make a solution.  Set goal (control character, goal value, time limit).  Avoid a theme which has pre-known result and measure.  Think the purpose of the theme to attain goal value.  Challenge drastic high goal to improve morale.

Process of problem…cont o Process 3 : Make activities plan  Decide execution item  Decide schedule and assignment part o Process 4 : Analysis of factor.  Examine present characteristic  Fined factors  Proceed factor analysis  Decide applicable items o Process 5 : Study of measure and execution  Show ideas for countermeasure  Study embodiment of countermeasure  Confirm contents of countermeasure  Study how to execute  Execute countermeasure 40

Process of problem…cont… o Process 6 : Confirm effect  Confirm countermeasure effect  Compare with goal value  Grasp tangible and intangible effect o Process 7 : Standardization and fixing control.  Revise standard  Decided method of control  Get fully understood by related people  Train person in charge  Confirm that it is maintain 41

12.How to Activate and perform QC circle Activity

12.1 how to activate QC circle activity

 Make QC circle Activity Goal clear  　　 Understand an activity policy, and try it to numerical value to be able to compare it before the activities and after.  　　 Analyze present data precisely, and select data which compare to result.

 Clarify the condition to select theme  　　 Select problem familiar with the  　　 Review the measure is possible to perform.  　　 Select theme which result can be measured with numerical value.

 Select theme to maintain long term activity    

　　 Select theme which can understand. 　　 Study method to analyze collecting data. 　　 Select theme and guide measure which can be enforced in workplace. 　　 Manage QCC meeting with all participation, and present at the announcement meeting with all cooperation. 42

12.2 How to Perform QC circle Activities. Item

Contents of meeting

Regular meeting

・ Decide date, day of week, time zone ・ Check open time, from work assignment and company event ・ Check available time utilizing production adjustment plan ・ Occasionally set meeting out of workplace with recreation ・ Meeting time is about 30-60 minutes

Mini meeting

・ Mini-meeting at opening time (about 5-10 minutes) ・ Mini-meeting at lunch time (With taking lunch.) ・ Utilize time after end other purpose meeting ・ Meeting time is about 5-15 minutes

Place

・ Workplace 　　・ Meeting room 　　・ Reception room 　　・ Lunch room ・ out of workplace 　　　　・ Out of company 　　

Preparati ・ All must understand the meeting subject. on ・ Do their own role, homework to be ready ・ Member must attend after clearing their own work 43

13. Organize QC Circle 13.1 Basic QC Circle Organization  　　 Organize QC Circle about 5-7 from same workplace.  　　 Select group leader from supervisor or leading person in the workplace.  　　 Give the training to all the to be the leader in the future.

13.2 Consider to divide into sub-group in case  　　 In case the workers are divided into the shift (daytime, night time, morning shift, late shift).  　　 In case line has many workers, divide them front process and back process.  　　 Set up t meeting together with sub-groups once every 1 or 2 months.

13.3 Coordination between QC circles 

Adopt common bigger theme as one team project, in the cases, divided front process and back process, staff section and line section, sales department and manufacturing section. 44

13.4 Point of Organizing QC circle  Aim for continuous activities 　 1. The activities in early term : Aim for continuing activities, pile up experience through practicing familiar theme. 　 2. The activities in growth term : Aim for experiencing interest of activities to the . A leader animates activities. 　 3. The activities in maturity term : Aim for challenging an important theme to solve in workplace, and making confidence through deep experiences.

 The activities to grow up • 　　 To have confidence through solving a theme. • 　　 To study business knowledge and improvement method through continuing activities. • 　　 To produce good teamwork through meeting discussion with all. • 　　 To develop independent activities through a leader experience. 45

14. How to Choose Theme 14.1.Selection of Activities Theme     

　 　 　 　 　

the problems must be solved in workplace. Select a theme after grapes problems with evaluating. Make clear the contents of selected problem. Decide the activities theme, and give it a name. Challenge 3 or more theme in a year.

14.2.Point of selecting theme  　 Select challengeable big theme.  　 A theme with difficulty to solve problem and to empower one’s capability.  　 A theme which result of activities is recognized by the boss and the colleagues of the workplace  　　 A theme which can be achieved by the from number and experience.

14.3.Extracting of workplace problem  　　 Think about workplace policy and goal to make plan.  　　 Check appropriate condition and goal in workplace.  　　 Compare with other workplace and other company.

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QC circle Activities Plan Theme (briefly, to know good point badness).

mngr

comte

class

quality

morale

standard 　　 yes 　　 no

Section code

Circle name

cost

prdctvt y

safe

Leader name

Member

Reason selected (sketch of item, the graph, palato figure, etc)

Sec mng

Super

Circle code Section policy Target Activity term Expected effect

Step

Member role

Present condition Analysis Countermeasure Verification Advice Present condition （ graph, check sheet, paleto figure, etc ）

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15.3 QC circle activities meeting report

Team Name Date

Leader Name

Meeting Length

Theme

1. What is to be discussed Results 2. Cause of problem 3. Countermeasure which should be done by member 4. Countermeasure which should be asked to another department 5. Problems and/or improving items that come out during discussion 6. Comment by supervisor 48

15.5.Selection of problem solution program theme no Do you hove experience on Subject of theme yes Can you see Factors and measures ? Study a device

Second type Subject achievement type

yes

no Can you analyze a factor? First type

yes

Problem solution type

Third type Measure executive type 49

16.Example of QC Circle Activity (QC Story) Step-1፡ Introduction of QC circle. QCC Name: Red Fox QC Circle make up: Pasta and Macaroni production line: 7 males Step-2: Selecting a theme- General theme: “Minimize production loss in pasta and macaroni line” The selected theme is ‘‘Macaroni wastage during starting and stopping of production operation.’’ 50

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Step 2: Current Situation (identification and recognition of the features of the problem) • Collect data from log book recorded by cause for six months and analyze the data by Pareto diagram to determine which causes are critical for big amount of macaroni loss. • Cause: Macaroni loss during starting and closing of machine • Area: At short cut pasta production area /macaroni line/

Average Amount of Macaroni loss for the last month (March – August)

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Step 3: Set goal • What? … Decrease amount of cracked Macaroni in quintals during starting and stopping of the machine. • When? …By the End of November 2010 • How many? …From 41 Qtls to 12 Qtls

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Step 4: Activity Plan

P

D

Why?

What?

Where?

Who?

When?

How?

Objectives

Items to be implemented

Location

Person in charge

Sep 1 – Nov 30

Method

Set up issues

Select theme

Meeting Room

All

Sep 3

BS Matrix

Collect information

Planning

Meeting Room

All

Sep 10

5WIH

Examine

Present status

Macaroni production area

Goal

Set goal

Meeting Room

Identify problems Analyze causes

Examine and List alternatives Examine measures Meeting Room Implement measures

C

A

Meeting Room

Confirm

Follow up progress

Mr. Belachew (leader) Mr. Kiflu All All All

Sep 11 – Sep 20 Sep 22

Based on the data

Sep 22

Cause and Effect Diagram

Oct 1

Cause and Effect Diagram

Implement measures

Macaroni production area

Mr Belachew (leader) Mr Getahun

Confirm effects

Macoroni production area

Mr Belachew (leader) Mr Getahun

Oct 11-Nov 12

Standardize

Macoroni production area

Mr Henok Mr Getachew

Nov 19

Review of future issue

Macoroni production area

All

Pareto Diagram

Oct 8-11

Everyday

5WIH

pareto diagram 5WIH Communication Review meeting 55

Step 5: Analyze factors (find out the main causes)

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Main causes 1. Frequent power interruption. 2. Low grade raw material. 3. No preventive maintenance according to schedule. 4. Lack of operator training. 5. Cutter sharpness is not enough.

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Step 6: Examine and Implement measures Problems

Facts

1

Frequent Power interruption

Insufficient power from the source

2

Low grade Raw materials

Wheat doesn’t meet standard

3

No preventive maintenance Lack of spare according to schedule part Not following Schedule

4

Lack of operator training

5

Cutter sharpness is not enough

Not enough standard and training plan Long time usage

Counter measures (Plan) -The back up generator should have enough fuel. - Change supply from local to import - Improve spare part ordering system - Training to follow schedule -Make necessary standard and give training -Make it sharp -Replace it on time -Place the cutter on right place

Judge

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Actions (to eliminate the causes) What?

When?

QCC : Sept. 1Who? - Nov. 30 2010 Where? How?

Why?

1

Frequent Interruption of power

By the end of Oct.

Macaroni production area

Leader& Operator

-The back up To prevent generator should have damage due to enough fuel interruption

2

Low grade raw material

By the end of Oct.

Meeting room

Leader

-Change supplier from local to import

-to have standard wheat

3

No preventive maintenance

By the end of Oct.

Meeting room

Incorporation with maintenance head & Leader

- Training to follow schedule -Improve spare part order system

- to keep continuous machine running

4

Lack of training

By the end of Nov.

Meeting room Office of leader

Leader & Leader

- Make necessary standard -Give training -Prepare training plan

For each worker to have enough knowledge

5

Cutter sharpness not enough

By the end of Oct.

Macaroni production area

Operator

- Make it Sharp -Replace on time -place it on right place

- To keep its sharpness 59

Step 7 : Confirm Result by Comparing with the set target (confirmation of the effectiveness of the action and make sure the problem is prevented from occuring a) Macaroni loss reducedagain) from 41quintal to 15 quintal and the achieved goal is 80%. b) Reduced damage loss 980 x (41 – 15) = 25,480 Birr. c) Workers developed good attitude towards their work. d) Workers became more familiar to their work

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Step 8: Standardization (eliminate the cause of the problem permanently)

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Amount of Macaroni Loss in Quintal on October

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Amount of Macaroni Loss in Quintal on November

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Step-10 conclusion (review the problem-solving procedure and plan fiture work)

 Activities: 1.Sum up the problems remaining. 2.Plan what is to be done to solve those problems. 3.Think about what has gone well and badly in the improvement activities.

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17.Evaluate QC circle Activities • Evaluate QC circle activities once a year 　　 1. Meeting number of times (more than 4 times/month). 　　 2. Meeting participation rate (more than 91%). 　　 3. Meeting speak out rate (more than 91%). 　　 4. Solved number of theme (more than 3 cases/circle, year). 　　 5. Technique use occasion (more than 5 kinds/theme). 　　 6. Number of doing announcement (2 cases/circle, year). 　　 7. Number of suggestion (25 cases/circle, year). 　　 8. Number of study times (more than 4 times/circle, year)

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18.QC circle activities at office work,service section and indirect section. 18.1.Qccircle activities at office work What is quality of office work, indirect section • “Result of work" which customer evaluates is quality • Quality control is “create activities with cooperation to get customer’s satisfaction as result of work with economically.” ① On the process, think that next process is customer. ② Judged and acts based on fact ・・・・ Use QC technique ③ Turn the control cycle (PDCA) ④ Focus on dispersion ・・・・ Use histogram, graph, control figure ⑤ Important intention ・・・・・・・・・ Use Parato figure ⑥ Investigate cause thoroughly ・・・・・・ Use fish bone figure ⑦ Make a point of process ・・・・ quality is made in the process 66

18.2.QC circle activities of office work Carefulness to select theme ① Study how to apply to the office work after understand QC circle activities base. ② Select theme to establish a bright workplace with discussing all of . ③ Improve work process, and keep the effect in future. ④ Select theme to focus on avoiding work error. ⑤ It is also important themes 　 to study and use QC technique. ⑥ Establish new work process when evaluate its used result.

② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨ ⑩ ⑪ ⑫ ⑬

Example of office work theme ① Improve controlling secretary’s work

⑭ ⑮

Standardize preparation visitor’s lunch Simplify reception business Shorten telephone calling time Reduce business mistake Simplify business form Shorten calculation time and prevent mistake Improve making budget process Improve and standardize office work Shorten document pickup time Prevent data entry mistake and control delivery time Reduce times of telephone call and the cost Work on arrangement and ordering in workplace. Be strict on making report time limit Expertise month-end make up work 67

18.3.QC circle activities of service section

• Characteristics of service section work ① 　 All the work objects are “human". ② 　 Almost all the work is also produced only by “human“. • Goal achievement is made by human’s morale. ① 　 Avoid monotonous repeating work, and establish workplace respecting humanity. ② 　 Make good human relationship, with close discussion. ③ 　 Being recognized importance of work, and raise responsibility. ④ 　 Produce Joy in work, and create vigor mind in workplace. ⑤ 　 Establish discipline in workplace and proceed proper work. ⑥ 　 Stop work mistake ⑦ 　 Improve work efficiently with improving mind , problem consciousness. ⑧ 　 Improve service for customer. 68

18.4.QC circle activities of indirect section • There are problems in indirect section work as follows ① 　 A common goal is hardly made because each employee’s work is separate and little common work. ② 　 It is difficult to catch result as direct money effect. ③ 　 Quality and improvement consciousness is low because their work isn't connected with production directly. • But when analyze them, indirect section work is classified in to three groups. ① 　 Indirect manufacture section (electric power, maintenance, analysis work) : Work content is manufacture work. ② 　 Service section (telephone exchange, data entry, guard) : Work is repetitive, and manufacture experience can be utilized. ③ 　 Office work (ing, general affairs, personnel, material) : It is the same as the office work explained before. 69

19.Training of QC circle Activities • A leader training meeting.

 　　 Operate 1 day and night training for targeting 30 leader to develop leadership.  　　 Contents is lecture of the manager, group discussion, knowledge for nation wide activities.

• Leader lunch meeting.

 　　 Manager listen about activities story from about 10 leaders to exchange information.  　　 Listen opinion to activate QC circle activities, and help toward the request

• Hold job class meeting for horizontal development of skill.

 　　 Interchange meeting on 1 night 2days with 20 leaders of same or related type of job.  　　 Opinion exchange through workplace tour each other.  　　 Take good debate in same job type and group discussion and announcement.

• The creativity skill training meeting to raise an idea.

 　　 A 2 days training meeting for managers promoted and sub managers.  　　 Contents are lecture, group practice and the announcement "the practice of brainstorming and evaluation”

• Training meeting of processing subject achievement activities.

 　　 Make "Activities practical manual" “Cases studies book" of subject achievement.  　　 Train manual on order managers, supervisors, and QC circle . 70

20.Awarding QC Circle Activities:Awarding QC Circle activities leads to the activation and promotion of these activities. It is important to establish an award system. Example of awarding system Type of award Theme Completion award

Presenter

Description

Presentation within department

Department /Section director

Recognizing circles for their presentation at department-level or section-level QC Circle presentation meeting

Improvement proposals

According to rank classification

Awarding circles based on results of review in the proposal system

QC Circle conference awards in a business unit

Director of business unit

Awarding circles for their presentation at QC Circle conference held at the business office

Company wide Company-wide QC QC Circle Circle conference conference presentation awards awards

Top management

Awarding circles for their presentation representing their respective department at a company-wide QC Circle conference

QC Circle activities awards

Annual awards for activities

Awarding circles for their exemplary activities through the year. 71

Celebrate Results

Team work

What’s the difference between “good” and “poor” teams?

Traps

• I Know-it-all • Not learning quickly/moving slowly • Isolation/Departmentalism/ Territory • Keeping existing team & Culture(Status quo) • Talking too much on little results • Misleading reports • Just to please bosses • Captured/influenced by wrong people/RENT SEEKERS • Oscillation

Video Session

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Industry Leaders and Must Correctly Understand and Practice Kaizen in All Activities

End