Submitted To: Mr.

Gurpreet Singh

Submitted By: Abhishek Manchanda Rajit Kapoor Tanishq Jain Suyash Jain Puneet Arora

What are Quality Circles? How do Quality Circles work? How they can be used in an organization? Example & Activities Problems with Quality circles Summary of History & Practices

A way of capturing the creative & innovative power that lies within the workforce. Voluntary groups of employees who work on similar tasks or share an area of responsibility. They agree to meet on a regular basis to discuss & solve problem related to work. They operate on the principle that employee participation in decision making and problem solving improves the quality of work.

Characteristics
Volunteers Set rules & priorities Decision Made by consensus Use of organized approaches to problem solving. All members of QC need to receiving training Members need to be empowered Members need to have the support of Senior Management.

Increase productivity Improve Quality Boost employee morale

Through the cumulative process of Education Training Work Experience Participation Team work / Collective effort Sustaining the motivation Commitment Towards Work Excellence

QCs are not limited to Manufacturing only QCs are applicable where there is scope for group based solutions of work related problems QCs are relevant for factories, firms, schools, hospitals, Universities, Banks, Research Institutes, Govt. Office, Homes etc.. Not limited to the narrow definition of Quality It is concerned with Total Customer Satisfaction

Type of need
1. Stimulation 2. Security

Ways in which the need can be met thro QC activity

QCs provide important ways to stimulate thought and reduce boredom in work place. Through QCs employees can demonstrate their value to the organization and improve productivity there by making important and necessary contribution to their jobs. QCs provide an accepted social structure. Team building & acceptance are part of QC training. Successful QC projects receive recognition and generate respect for the talent and expertise of the individual members as well as the team. QCs combine opportunities to use knowledge, judgment and creativity, with the freedom to decide how to contribute.

3. Social belonging 4. Esteem

5. Self Actualization

Steering Committee Co-ordinator

Q. C. Facilitator

Q. C. Facilitator

Q. C. Facilitator

Circle Leader Circle Member

Circle Leader Circle Member

Circle Leader Circle Member

Problem Identification

Problem Solution

Problem Analysis

Generate Alternative Solution

Implement The Solution

Present Solution to Management

Prepare Plan of Action

Select Best Solution

1.

2.
3. 4. 5. 6. 7. 8. 9.

Keep focus at all the times on organizational problems/objectives related to the work. Not press for inclusion of personal problems. Demonstrate mutual respect. Offer views, opinions and ideas freely and voluntarily in problem solving. Attempt all meeting except when unavoidable. Contribute to finding solutions to problems. Contribute to implementing solutions. Attend training seriously with a receptive attitude. Acquire skills to contribute to the problem solving activities of the circle.

The organization can accomplish one or more of the following advantages by establishing Quality Circle: Promote high level of productivity and qualitymindedness. Self and mutual development pf employees. Creating team spirit and unity of action. Increased motivation, job satisfaction and pride in their work. Reduced absenteeism and labour turnover. Developing sense of belongingness towards a particular organisation. Waste Reduction.

The overall productivity may decrease initially. A large investment of time and money may be required. The chance of errors increases initially. Quality circles may threaten traditional authority structure. Changes in system and control may become necessary.

Quality Teams
A team is a group in which members work together intensively to achieve a common group goal.

Accomplish tasks an individual cannot More brains more solutions Detect Flaws in Solutions Build a Workplace Community

Quality Circles

Appointed

and structured to pursue a specific task.

group roles.

Assigned

 Member

appointment Delegated authority, delegated responsibilities Serve organizational interests Based on rational & work related needs Have to provide external motivation

Quality Circles

Emerge

naturally in response to organizational or member interests emergent group roles

Include

 Develop

spontaneously Can serve organizational and/or personal interests Are based on personal, social & emotional needs Develop through internal motivation

Stages of Group Development

Adjourning V

Forming I Newly formed teams

Collaboration Performing Differentiat IV ion Confrontation Mature teams Norming Storming III II Orientation

Task function roles

Maintenance behaviour

Self-interest behaviour

 Initiating

Information
Information

seeking
giving

Clarifying ideas
Bringing closure Consensus testing

 Encouraging

Improving

group atmosphere Harmonizing Compromising Gate-keeping Standard setting

 Dominating

& controlling

Blocking
Manipulating Belittling Splitting

hairs