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QUALITY CIRCLE

 Surpac Mining Software Training at Malanjkhand

 Mining Conference

Introduction:

Quality circle is a small group of employees from the same work area who voluntary participate in identifying, analyzing, finding and suggesting solutions to work related problems. These are considered by the management and all feasible suggestions are implemented by the circle members.

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This is basically a collective from through which the hidden talent of individuals can be manifested. The key word in Quality Circle Tram work. It fosters team spirit among the members. The members are chosen from the dame work area because they have common experience to share. The members interact with each other, understand each other, share their experience and in the process enrich their knowledge and improve their performance so as to counter any problem. The emphasis is on “problem solving”. IN short, Quality Circle is nothing but “Collective problem solving through voluntary participation”. Individual decisions are often hasty and may not cover all facts of the problem. but in  Quality Circle, collective knowledge and wisdom are pooled. In the course of discussions, many ideas are generated. Feasible and implemental ideas are chosen and translated into action by group members themselves. Since the idea is not imposed from the top or by an outsider, therefore the acceptability is in-built in this process.

Is it a new concept?

Concept wise it’s not something radical or totally new. This is in consonance with our democratic tradition. This has been in existence in India for more than 100 years. Our Panchayat system in villages or the joint family system are also media for problem solving in a collective manner. When the same concept with some refinement / fine turning was applied in industrial climate in Japan, it was given a new name – quality Circle”. there fore in the industrial context, it was essentially an Japanese concept.

Research & Development Project Mining 

Are QCs and SIGs same or different?

Initially, when the Quality Circle movement started in Japan, problems relating to product quality only where undertaken. Later on, it was realized that the same approach could be adopted for all sorts of problems and the scope of QC was broadened to cover the entire gamut of industrial problems. A new phrase was coined for Q C and this new nomenclature is “Shop Improvement Group” (SIG). Many industries adopted this new name “Shop Improvement Group” to reflect that improvement can be carried out on any facet of industrial operation. Therefore, QCs and SIGs are basically one and the same. We shall henceforth use the terms Quality Circle / Shop Improvement Group as being synonymous.

Common misconception about Quality circles and Shop Improvement Groups. What QCs / SIGs are not:

1. QCs / SIGs are not just for quality problems.
2. QCs / SIGs are not a substitute or do not replace

·         Task forces (Which are specific problem oriented and disbanded soon after the problem is solved).

·         Joint Plant Councils (JPC) / Works Committees (which are for organization’s problems.)

·         Quality Assurance or Quality Control (generally refer to Process Control or Statistical Quality Control).

·         Suggestion Scheme (which are generally for individual suggestions)

1. QCs / SIGs do not change the existing organizational structure.
2. QCs / SIGs are not a form for redressal of grievances or a spring board for demands.  
3. QCs / SIGs are not a means for the management to off load their problems.

PHILOSOPHY BEHEND QC / SIG:

1. All jobs can be improved. Improvement is a never ending process which helps us to be in the race of progress.
2. Every employee has the intrinsic potential to improve the job and contribute significantly towards the growth of an organization. There is an inherent tendency in every human being to strive for excellence.
3. Problems can be best identified and solved by those who actually perform the job.

Group Formation, Group-size:

Group formation is through voluntary participation. Employees from the same area of work should be the members of any particular group because they have common experience to share.

The size of the group should be limited to five to ten members which may include one or two frontline executive at the level of Jr. Manager or new entrant like MTT or MTA. Group should consists of those who are regularly associated with the particular work. Group members should consist of those who are regularly associated with the particular work. Group members should meet periodically (say once in a week / fortnight) and discuss the problem for about half an hour. They should analyze the causes, recommend feasible solutions and then implement the solutions after due approval by the management. The decisions of the group are based on logical outcome of the discussion rather than imagination or by chance. The group can meet within duty hours, beyond duty hours or partly in duty hours and partly beyond duty hours depending upon the conditions prevailing at a particular shop / department

Structure and functioning of QCs / SIGs:

Following are the basic elements of QC SIG structure:

·         Top Management

·         Approving Authority

·         Facilitator

·         Leader or Co-ordinator

·         Members

·         Co-ordinating Agency / Department

Members

Members of QC / SIG are a small group of persons from the same work are or doing similar type of work, who voluntarily from a QC /SIG. Once a QC/SIG is formed, they remain as permanent members, unless they leave the work area for good.

Functions of members

1. To identify the problems in their work area.
2. To participate actively in the QC / SIG meetings.
3. To contribute ideas for problem solving.
4. To assist the leader in data collection, record keeping and interaction etc.
5. To catalyse generation of cohesive team working in the work area.
6. To strive for the highest standards of performance of the QC /SIG.
7. To involve in the improvement of the overall performance of the organization.
8. To take part in management presentation.

6.       To conduct training / Workshop on QC for leaders and facilitators.

7.       To conduct workshop for the group members.

8.       To provide display boards of QCs/SIGs in the shops / areas where they are functioning.

9.       To familiarize the employees of various executive / non-executive levels with the concept of QC/SIG through lectures and audiovisual aids.

10.   To felicitate the group members, co-ordinators, facilitators and approving authorities of implemented QC projects with certificates and token gift in the QC recognition function held annually. This is done with a view to appreciate the good job done by them.

 

Malanjkhand Copper Project    Mine Planning - N G Nair, Manager (Mines) Malanjkhand Copper Project     Enterprise Resource Planning   Independance Day Message     OPPORTUNITIES IN COPPER BASE PRODUCT MANUFACTURE IN INDIA      N G Nair, Mining Engineer from Copper Mines in India - Mobile 09425898691    ERP stands for Enterprise Resource Planning       The Essence and elements of Opencast Mining

 

TYPES OF PROBLEMS QCs / SIGs CAN UNDERTAKE:

QC movement in Japan initially dealt with problems relating to product quality only. But later on, its ambit was enlarged to cover a wide variety of problems. The problems can be basically aimed towards improvement in work life / work environment / work culture of the employees.

 

They can be further categorized under the following heads:

• Improving in safety and housekeeping.
• Labour saving and work intensity reduction.
• Process and Quality Improvement.
• Productivity and yield improvement.
• Equipments life Improvement.
• Reduction of machine downtime stoppages.
• Waste utilization and cost reduction.
• Energy conservation.
• Investment savings.
• Import substitution.

 N G Nair, Mining Engineer from Copper Mines in India - Mobile 09425898691

Broadly speaking, almost all the activities of industrial operation can be covered by Quality Circle except for the problems involving technological development, basic design and process changes.

Techniques used for Problem solving through QC.

n fact the there are numerous techniques. But, the following important techniques are commonly used by the members of QCs/SIGs in problem solving exercises.

1.       Brain Storming.

2.       Cause & Effect (Ishikawa or Fishbone) Diagram.

3.       Check Sheet.

4.       Pareto analysis.

BRAIN STORMING

Brain storming is one of the most effective techniques used throughout QC activity right from the selection of a problem to the identification of all its possible causes and finding out feasible solution.

This originated from the observed phenomenon that people in groups are able to generate more and better ideas than as individuals. For effective Brain Storming, the following rules are to be observed.

Rule1:  No criticism of ideas generated.

Rule2:  Encourage freewheeling. All suggestions are to be encouraged as

             one suggestion can lead to another.

Rule3:  Equal opportunity to all members to express their ideas.

Rule4:  Record all the idea generated.

Rule5:  Select the best idea after thorough discussion / scrutiny

Rule6:  Give sufficient time for new ideas to develop. This is known as the

              incubation period. In this period, ideas are hateched.

 

CAUSE AND EFFECT DIAGRAM

This is a very useful method / technique for the identification of the causes and sub causes of problems. It has been observed that most of the problems can be treated as effects of different causative forces which can be categorized under 5M’s.

1. MEN
2. MACHINES
3. MATERIALS
4. METHODS
5. MISCELLANEOUS / OTHERS

 tottakomnair@gmail.com N G Nair, Manager (Mines) Malanjkhand Copper Project, Malanjkhand , Pin 481116, India. Mobile 09425898691

LEADER OR CO-ORDINATOR

In BSP we call it co-ordinator. The leader or co-ordinator should be chosen from amongst the circle members by consensus. He could be the natural heirarchical supervisor or chargeman or any other member. He should be a person who can get along well with the team members and also command their respect for his ability to guide them during various stages of problem solving.

RESPONSIBLITIES AND FUNCTIONS OF THE LEADER OR CO-ORDINATOR

• To prepare an agenda before each meeting.
• To ensure active participation of all
• To record the attendance of the group members and the ideas generated in the meeting in the format shown at Annexure-I.
• To interact with shop management for providing facilities for holding meetings.
• To assign specific responsibilities to members like data collection, analysis, record keeping etc.
• To interact with higher authorities for providing resources for implementation of the group recommendations.

FACILITATOR

Facilitators are middle level executives. They act as catalyst or change agents. The future of QCs / SIGs depends upon their dedication, commitment and leadership.

Functions of Facilitator:

1. To attend QC meeting as observer.
2. Arranging training of QC leaders and members.
3. Co-ordinating and monitoring the progress of all QCs in their areas/ shops.
4. Motivating the employees from their areas to form QCs
5. Mobilizing resources for implementation of accepted QC solutions.
6. Helping in the case presentation.

During meetings, they should help the leader in developing a group culture to achieve meaningful discussions. They have to speedily tackle and diffuse the ruble situations arising during discussions, these situations may be of the following nature: 

• Arrangements or lack of consensus.
• Derogatory remarks about the programme or any member.
• Leader dominance or dominance by any participant.
• Non-participation by one or more members.

Approving Authority

Normally he is the prescribed authority or head of the department or sectional head. His duty is to approve the project as a bonafide one after being satisfied with the work done and the presentation made by the members. Once the project is approved, it should be sent to SQC & or department (Co-ordinating Agency for all the QC activities) in the format shown at Annexure –II.

To Management

Support of the top executives is considered essential for boosting the morale of the QC / SIG team embers. This can be achieved by way of their presence during group presentations and attending all improvement functions held under the banner of QC.

CO-ORDINATING AGENCY

In Bhilai Steel Plant, the co-ordinating agency is Statistical Quality Control and Operations Research (SQS & OR) Department. The role of co-ordinating agency is to co-ordinate the activities of QCs / SIGs on behalf of the management and to make the operation of QCs / SIGs smooth, effective and self sustained.

FUNCTIONS OF THE CO-ORDINATING DEPARTMENT:

1.       To register QCs / SIGs in the unit / division .

2.       To provide technical guidance for analysis of problem wherever required.

3.       To organize systematic documentation of QC/SIG case studies and publish their compilation annually.

4.       To organize local level QC competition through presentation with the faculitators.

5.       To prepare different QC teams through repeated rehearsals for participation in different Zonal and National level presentation competitions organized by different form like Confederation of Indian Industries (CII), Quality Circle Form of India (QCFI) etc.

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