quality circles

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PROJECT ON:QUALITY CIRCLE : 

PROJECT ON:QUALITY CIRCLE

WHY QUALITY CIRCLE?Quality circles is one of the employee participation methods. It creates conditions and environment of work that stimulates commitment towards excellence. It also utilizes the potential of people for improvement in quality. : 

WHY QUALITY CIRCLE?Quality circles is one of the employee participation methods. It creates conditions and environment of work that stimulates commitment towards excellence. It also utilizes the potential of people for improvement in quality.

GENESIS : 

GENESIS Pioneers: Existed in Japanese companies such as Toshiba. 1949- Japanese Union of Scientists and Engineers (JUSE) was established. 1950- W.Edwards Deming started an eight day seminar. Japanese established quality control departments.

Slide 4: 

Pioneers like, K.Ishikawa, Juran created the basis for quality circles. Statistical techniques - Pareto charts, Histogram.

PHILOSOPHY : 

PHILOSOPHY Quality Circles: People – building philosophy  Defines mechanism and methodology. Asset to solve work-area problems. The Quality Circle philosophy calls for a progressive attitude on the part of the management

DEFINITION : 

DEFINITION A small group of between three and twelve people who do the same or similar work, voluntarily meeting together regularly for about an hour per weekin paid time, usually under the Leadership of their own supervisor, and trained to identify, analyze, and solve some of the problems in their work, presenting solutions to management, and where possible, implementing the solutions themselves.'

MULTI-FACED OBJECTIVES : 

MULTI-FACED OBJECTIVES Change in attitude.-From “I don’t care to “I do care” Continuous improvement in quality of work life through humanization of work Self Development Bring out ‘Hidden Potential’ of people People get to learn additional skills Development of Team Spirit -Individual v/s Team – “I could not do it, but the team did it” Eliminate interdepartmental conflict Improved Organizational Structure Positive working environment Total involvement of people at all levels Higher motivational level

STRUCTURE : 

STRUCTURE

ROLES & RESPONSIBILITIES : 

ROLES & RESPONSIBILITIES 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.

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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. The meetings are conveyed at least once in one or two months interval.

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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.

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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.

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The leader is chosen by the members. Training members on problem solving techniques. Fostering the spirit of cooperation amongst the members. Assisting in recordkeeping. Conducting meeting in an orderly and effective manner. Enforcing team discipline. Channelizing the efforts effectively.

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Members provide suggestions. Members are expected to: -Attend meetings regularly. -Direct their efforts towards solving work-related problems. -Identifying problems, contributing ideas, undertaking research and investigating. -Participating in management presentations.

LAUNCHING OF QUALITY CIRCLE : 

LAUNCHING OF QUALITY CIRCLE The steps involved are: Expose middle level executives to concept. Explain concept to the employees and invite them to volunteer as members of Quality Circle. Nominate senior officials as facilitators. Form a steering committee. Arrange training of coordinators, facilitators and members. Fix meetings for Quality Circles to meet. Formally inaugurate the Quality Circle. Arrange necessary facilities for Quality circle meetings and its operations.

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HOW QUALITY CIRCLE WORKS FORMATION OF QUALITY CIRCLE REGISTRATION GRAND MEETING OF EACH DIVISION GRAND MEETING OF EACH PLANT COMPANYWIDE GRAND MEETING CIRCLE ACKNOWLEDGED FOR EXCELLENCE PARTICIPATION OF OTHER FIRMS IN GRAND MEETING

HOW TO USE CONCEPT? : 

HOW TO USE CONCEPT? Identifying Free to brainstrom List & analyzed each problem Analyzing Focus on one problem Create an appropriate solution Involves opinion from member & researcher Results of Analysis Prepare to solve the problem Explain in- how it works, what solution result should be Results- shown to the managers & group

BRAIN STORMING : 

BRAIN STORMING Brainstorming : Group participative technique. Technique for gathering the greatest number of ideas, which in turn, spark enthusiasm and originality. Used for : 1. Identifying a problem.2. Investigating the cause.3. Finding the solution.

BENEFITS : 

BENEFITS Raises Organizational morale Inspires more effective team work Promotes Job involvement Creates problem solving capabilities Promotes personal and leadership development Improves communication within the organization Promotes cost function Increases employee motivation

INTANGIBLE BENEFITS : 

INTANGIBLE BENEFITS Personal Growth. Greater self-confidence. Member morale increases. Level of self supervision improves. Develops ability to work in teams. Better exchange of ideas. Facilitates satisfaction level.

LIMITATIONS : 

LIMITATIONS Lack of management commitment and support Resistance by middle management Lack of clear objectives Unrealistic expectations for fast results Failure to get solutions implemented Inadequate training

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Claus Nygaard Associate professor, ph.d., senior advisor CBS Learning Lab Copenhagen Business School Denmark

QUALITY AIMS : 

QUALITY AIMS Develop CBS as a learning university Empower CBS students to be reflective practitioners Enhance quality in all study programmes so we educate students who are Competitive on the job market Develop an internal quality culture safeguarding institutional autonomy andpublic accountability Stimulate internal capacity for self-reflection and change Promote the exchange of ideas, experiences and good practice

CBS’ QUALITY CIRCLE : 

CBS’ QUALITY CIRCLE 1. Exceptional - ambition to be among the best in Europe 2. Perfection - develop as a learning university 3. Fitness for purpose - stakeholder-related quality enhancement 4. Value for money - payback to stakeholders 5. Transformation - empower students Quality circle

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STRENGHTS IDENTIFIED:   Coherent quality system; An established quality culture; Good involvement of stakeholders; The learning lab initiative and the students’ involvement in its inception and management; Effective use of results from quality reviews; Effective communication; A strong focus on student outcomes; Effective feedback loops; Transparent information.

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THANK YOU. PREPARED BY: PREETI GAURAV RAJEEV NISHANT

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