Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Quality Circles

Lean
by

Kunal Bagga

on 7 April 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Quality Circles

photo (cc) Malte Sörensen @ flickr Conclusion at Uhde Shedden Quality Circles Pursuit to eliminate expenditure of resources for any goal other than creation of value for end customer.

Its not about “sweating the resources” but analysing how to do things better, faster, more effectively and at lower (although not always lowest) cost. What is lean Four Principles of Lean Four Principles of Lean Eliminate Waste Focus on individuals who add value Consistency and Excellence across the Organization Using Pull demand to drive value Transfer responsibilities and ownership to those individuals
who have the potential to actually add value to the process. Quality circles are informal groups of employees who voluntarily meet together on a regular basis to identify, define, analyse and solve work related problems. What is a Quality Circle Quality Quality circles were first established in Japan in 1962.
Ishikawa (creator of famous Fish-Bone Diagram) has been credited with creation of Quality Circles.
Initiation of Quality Circles in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE). History of Quality Circles Improve morale through closer identity of employee objectives with organization's objectives
Build an attitude of problem prevention
Create problem solving capabilities
Reduce errors.
Promote cost reduction
Improve productivity
Enhance quality
Improve communication
Increase employee motivation
Promote leadership qualities
Promote personal development
Promote job involvement
Inspire more effective team work Objectives of Quality Circles Typical
Quality Circle
Road Map Circle chooses Opportunity for Improvement Problem Solved Theories of Causes are identified Resolution to these causes are brainstormed and tested Circle brainstorms project/problems and/or accepts suggestions from others through the facilitators Solutions are implemented or submitted for approval from Steering committee Implementation
of
Solution Acknowledgment and Feedback from SC to
Circle Leader Quality Circles do not tackle just quality problems
Quality Circles do not change the existing organisational structure
Quality Circles are not a spring board for demands
Quality Circles are not a means for the management to unload all their problems
Quality Circles are not a forum for grievances
Quality Circles are not a cure for all ills What Quality Circle are Not
(misconceptions) Structure of Quality circle Circle Members
Circle Leaders
Program Facilitator
Steering Committee Elements Brings about a change in environment of more productivity, better quality, reduced costs, safety and corresponding rewards
Promotes continuous improvement in products and services
Serves as cementing force between management/non-management groups
Self development
Recognition
Achievement satisfaction
Promotes group/team working Benefits of Quality Circle Refer to handouts Roles of Elements Concept roll-out to Management
Appointment of a Steering Committee, Leaders and Facilitator
Final review of Quality Circle structure
Concept introduction and training of all members
Formation of Quality Circle by departments and appointment of leaders
Training of non-participating employees Formation of Quality Circles Lack of faith in and support to Quality Circle activities among management personnel
Inadequate visibility of management support
Lack of interest of leaders
Delay or non-implementation of Circle recommendations
Irregularity of Quality Circle activities
Non-application of simple techniques for problem solving
Lack of or non-participation by some members in the Circles
Non-maintenance of Quality Circle records
Communication gap between Circles and departmental head
Confusing Quality Circle for another technique
Circles running out of problems Pitfalls to be Aware of: Connection with Lean Lets Begin...... Thank You Nominations into "Make Your Mark" program for the Circle (not individuals) for the most valuable problem solved.
Automatic prize for the Quality Circle with most number of Problems successfully solved. Recognition Program Engineering Steering Committee Mech Elect Instru Civil Piping Procurement Process Project Controls Project Managers Lead Quality Circle Suggested Format Just-in-Time
Last Planner
etc Value Stream Mapping
Value Contribution Analysis
Project Buffers
Last Planner
Kaizen
etc Management of other Three Principles Facilitator Total number of valid Problems highlighted
Ratio of Problems solved/solutions implemented to Total number of problems worked upon. Measuring Success Leaders Agenda Introduction to concept of Quality Circles and connection with Lean philosophy
Structure of Quality Circles
Objectives and benefits of Quality Circles
Nomination and Training of Quality Circle Leaders
Measurement of Success
Rewards program
Roll-out Plan Agenda
Full transcript