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What Is Quality?
The International Organization for Standardization (ISO) defines
quality as the totality of characteristics of an entity that bear on its
ability to satisfy stated or implied needs
Other experts define quality based on
Conformance to requirements: meeting written specifications.
Fitness for use: ensuring a product can be used as it was
intended.
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Garvins Five Dimensions of Quality
Transcendent quality: innate excellence
Product quality: quality is measurable
User quality: quality is determined by th
e consumer Manufacturing quality: quality is measured by the
manufacturer's ability to target the product specifications with
little variability
Value Quality: did the consumer get his orher moneys
worth?
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Five Cost Categories Related to Quality
1. Prevention cost: the cost of planning and executing a projectso it is error-free or within an acceptable error range
Costs less to prevent during development than fix later in the life cycle
2. Appraisal cost: the cost of evaluating processes and their
outputs to ensure quality3. Internal failure cost: cost incurred to correct an identified
defect before the customer receives the product
4. External failure cost: cost that relates to all errors not
detected and corrected after customer receives the product.
5. Measurement and test equipment costs: capital cost of
equipment used to perform prevention and appraisal
activities
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Quality Circle
Quality Circles is an efficient instrument to ensure
employee contribution to company efforts to
advance quality, effectiveness, to minimize cycle
time, expenditure and rework
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Summary of History
Quality Circles were first seen in the United States in the
1950s
Circles were developed by Dr. Kaoru Ishikawa in Japan inthe 1960s
Circles were re-exported to the US in the early 1970s
Dr. Kaoru Ishikawa
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Quality circle characteristics
Voluntary groups of 6-8 members
Quality circle teams are semi-permanent
Teams are from single functional department Members have equal status and select their own project
Minimum pressure to solve problems with a set time frame
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Undercurrent of Quality Circle
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.-From "I don't care" to "I do care"
-Continuous improvement in quality of work life throug
h
humanization of work.
b) Self Development-Bring out 'Hidden Potential' of people-People get to learn additional skills.
c) Development of Team Spirit-Individual Vs Team "I could not do but we did it"-Eliminate inter departmental conflicts.
d) Improved Organizational Culture- Positive working environment.-Total involvement of people at all levels.
-Higher motivational level.
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Implementing quality circles
Quality circles require top management support
Personal characteristics of facilitators are critical
Scope of project needs to be small enough to be capablyaddressed by the team
Success of other teams has positive peer pressure effect
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7 QC Tools
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Problems with Quality Circles
Inadequate Training
Unsure of Purpose
Not truly Voluntary Lack of Management Interest
Quality Circles are not really empowered to make decisions.
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References www.mahapwd.com
www.hrzone.com
www.mampu.gov.my/mampu www.qualitymanagementsurvival.com
www.stormingmedia.us/keywords/quality.html
www.indianmba.com/Faculty_Column/FC150/fc150.html
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Thank You