QCC

TOTAL QUALITY MANAGEMENT

Quality Trainer MS-Total Quality Management IRCA Lead Auditor ISO-9001-2000 IRCA Lead Auditor ISO-14000-2004 B.Sc Engineering (Chemical) PCBAUCP

By: Zahid Hussain

Leaders in Quality Revolution

Q in Descon Chemicals
Dr. Edward W. Deming (Management Philosophy and Systems) (1900-1993)

The Statistician USA

Dr. Joseph M. Juran (Quality Trilogy)

Dr. Kaoru Ishikawa Simple tools, QCC, Companywide quality) (1915-1989)

(1904-2008 -103 years age)- USAindustrial engineer

Dr. Philip Crosby Zero defects and Cost of quality) (1926 -2001)

Age-74, Japan, Mechanical Engineer

Dr. Genichi Taguchi (Loss Function), 1924- 1989

Age 75) USA.

65 years, Japan, Textile Engineer

Dr. Kaoru Ishikawa

Demings Student People Focus but Team based Cross functional management Company-Wide Quality Use the Quality Control Circles (Worker quality teams) Advocate the use of the 7 tools (e.g., cause and effect diagram or fishbone diagram)

Cross-functional management consists of area managers working together to make sure they support the activities and interests of the company

Dr. Kaoru Ishikawa

If a company follows the principle of quality first, its profits will increase in the long-run. If a company pursues the goal of attaining a short-term profits, it will lose competitiveness in the international market, and will lose profit in the long run. - Ishikawa

Quality Circle Process

Organization 8 10 members Training Group Processes Data Collection Regarding Problem

Presentation Implementation, Monitoring

Solution Problem Results Problem Analysis Cause & Effect, Data Collection & Analysis

Problem Identification List alternatives, Brainstorming

Quality Control Circles

QCC Activities To identify, investigate, analyze and solve their work-related problems related with quality. Brain-storming systematically and to analyze the problems critically through logical thinking and experience.

Quality Control Circles

What is QCC A small group of employees doing similar or related work who meet regularly to identify, analyze, and solve product-quality and production problems and to improve general operations. To build a cheerful workgroup through the development of the staff's infinite potential QCC Team Comes from Same work area , Voluntarily meet on a regular basis. QCC Structure Top management Steering Committee ( Middle Management) Coordinator / Facilitator (Catalyst, teacher) Leader (Chosen by members) Members (Group of people from same work area) Non Members. (Group of people from different work area)

Quality Control Circles

Benefits of QCC Increase awareness of quality, and continuous improvement Reveals unsuspected causes of difficulties in related processes as QCC work on their own area's problems. Reveal all sorts of faults that prevent good practices. Communication between departments improves. Improved two-way communication. Management becomes more concerned with the staff problems and, in turn, the staff becomes aware of the day-to-day problems of running an organization. Quality of product and service is improved. Contributing to pride in workmanship. Improving job satisfaction. Helps to establish customer confidence

Quality Control Circles

How to Implement the QCC?
The steps of implementation are: Management at all level is made aware of the QCC process through a management briefings. The feasibility of the QCCs are analyzed. A steering committee is formed. Coordinator and in-house instructor is selected. Potential area for initial circles is selected. QCC presentations are made to first-line supervisors in identified areas, divisions or departments. Coordinators and middle management receive extensive training on the process and their roles. Employees volunteer to be members of a circle and receive training. A circle is formed and begins work.

Quality Control Circles

How to Implement the QCC?

Circles work in a systematic way in solving problems, not just discussing them. Management must ensure that solutions achieve a quick implementation once they have been accepted. Circles are not paid directly for their solutions, but management must ensure appropriate and proper recognition.

Quality Control Circles

What make QCC Successful

Participation is voluntary. Management is supportive. Employee empowerment is required. Training is integral part of program. Members work as a team. Members solve problems not just identify them.
Leader should consider following questions

Is everyone thinking about the same problem? Are all ideas (good and bad) encouraged? Are all ideas recorded? Do all members have equal chance to participate?

Quality Control Circles

Code Of Conduct for QCC.
Criticize ideas, not persons. The only stupid question is the one that is not asked. Everyone in the team is responsible for team progress. Be open to the ideas of others. Pay, terms of employment and other negotiable items are excluded.

QCC requires Recognition

QUESTIONS