Qcc Quality Control Circle (Collaborative Problem Solving)
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Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points: - QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues. - Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions. - Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
Qcc Quality Control Circle (Collaborative Problem Solving)
- 1. To display the human capabilities fully and eventually draw out infinite possibilities Quality Control Circles
- 2. One of the prime objectives of QCC is to improve the quality of work life and environment through collaborative problem solving.
- 3. Quality Control Circles (QCC), generally now known as Quality Circles (QC) or Small Group Activity (SGA). 1962: First QCC was registered in Japan. 1974: Lockheed, USA started QCC movement. 1977: International Association (IAQC) formed. 1980: BHEL, first in India to start Quality Circles. 1982: Quality Circle Forum of India (QCFI) founded. Fact File
- 4. A small group of 4 to 12 circle members doing similar work meet together on a regular basis to identify improvement in their respective work areas using proven techniques for analysing and solving problems coming in the way of achieving and sustaining excellence. Progressive attitude on the part of the management and willingness for necessary change in culture. People are respected and involved in decisions, concerning their work life. Individual capabilities are looked upon as assets to solve growth related hurdles. Participative management concept primarily based upon recognition of human resource, as a set who willingly activates their sense of responsibilities, wisdom, experience, attitude and feelings to solve problems en route to achieve operational excellence. DEFINITION PHILOSOPHY AND CONCEPT
- 6. Small Team. Devided Skills. United Goal. This is a very focussed approach to deal one query at a time. Results can be specific and fast paced. Timebox Approach Every member have important role to play without getting influenced. There is no leader and no follower. Indivisual approaches to address one problem are discussed and a critical path is derived to overcome the issue. Stepladder Brainstorming Quality of work life is stressed and improved. A QCC champion is considered to be calm, focussed and better performer. Humanize The Work QCC is form of participative managment to bring out extra-ordinary qualities from ordinary people. It also prepares to meet challanges of changing time and conditions. Sense of security And Collaborative Ownership
- 8. Ensure Harmony To respect humanity and to build a happy work place worthwhile to work. This will result in satisfied internal & external customer, develop mutual trust, which in turn will improve overall harmony of our organisation. Customer Satisfaction Customer satisfaction is the fundamental goal of any function or business or organisation as whole. Better service levels can ultimately be achieved by Quality Circle and will also help to be competitive for a long time. Organisational Benefits The individual benefits create a synergistic effect, leading to cost effectiveness, reduction in waste, better quality, and higher productivity. Effective Teamwork QCC is a consultative and participative programme where every member cooperates with others. This interaction assists in developing harmony. Job Satisfaction QCC’s promote creativity by tapping the undeveloped intellectual skills of the individual. Individuals in addition execute activities diverse from regular work, which enhances their self- confidence and gives them huge job satisfaction. Leadership Development To develop a positive attitude and feel a sense of involvement in the decision making processes of the services offered. Self Development QCC’s assist self- development of members by improving self-confidence, attitudinal change, and a sense of accomplishment. Healthy Work Environment Creates a tension-free atmosphere, which each individual likes, understands, and co-operates with others. Problem Solving Capability To improve competence, which is one of the goals of all organizations. Productivity With improved efficiency, the lead time on convene of information and its subassemblies is reduced, resulting in an improvement in meeting customers due dates. Communication To overcome the barriers that may exist within the prevailing organizational structure so as to foster an open exchange of ideas. Participation To display human capabilities totally and in a long run to draw out the infinite possibilities.
- 9. ACCOUNTABILITY STRUCTURE CIRCLE LEADERS FACILITATORS REVIEW COMMITEE STEERING CELL
- 11. It is the prerogative of the circle to select the problem although the suggestions can emanate from various sources like, proposals or suggestions from customers, delivery managers, business partners, functional leaders, subject matter experts, company's budgeted calendars. A facilitator seals the identification to specific QCC after confirmation from review committee. IDENTIFICATION OF PROBLEMS
- 12. APPROACH TO ADDRESS Once problem are identified, it is most important to keep positive attitude towards the source of problem. Next is stepladder brainstorming within the circle. Everyone leaves the conference except two members of the team. These two members will then discuss the topic and their ideas. Then, one additional member is added to the group. This new member will contribute his or her ideas BEFORE the other two discuss theirs. Repeat this cycle until everyone from the original group is in the conference. The stepladder technique is actually one of the more mature brainstorming strategies as it incorporates both an individual and a group participation aspect.
- 13. SOLVING THE PROBLEM To conduct a resourceful QCC, it's best to simplify the approach and timebox them with help of facilitators. Start with understanding the nature of the problem, which can take QCC to identify the symptoms and find out the causes. Circle leaders can now prepare a systematic program for study, and delegate specific assignments to members. As every task is timeboxed, one can easily find out various possibilities to arrive at a solution or map an internal or external resource. Review committee makes sure to evaluate the relevance and practicality of the solutions and finally recommend an implementation plan. It’s also a good idea to pair findings and plans with visual aids like charts, graphs, or images. Remember to keep solution route easy-to-read by steering cell.
- 14. QCC Meetings must be focal point of all activities. It should be convenient and acceptable for all members. It is important to ensure voluntary participation. People must be quality conscious in order to promote QCC activities. FACTORS FOR SUCESSFUL QCC Subject chosen should be in consonance with the policies of the company and so chosen for the impact of its solution. This must be familiar and of common concern to all circle members, within capabilities of team and timebound. Activities, Opportunities & Presentations must be simple to comprehend and communicate. Circle members must be sufficiently motivated even to the point of becoming greedy in getting the most out of activities but there can never be room for criticism.
- 15. Training and re-training from the top management to the circle member is an indispensable and inevitable part of ensuring longevity of circles. The members must also be taught value engineering, job instruction, job method, job relations, creativity development and leadership qualities. 5W 2H Check Sheets, Stratification, Pareto Chart, Cause & Effect Diagram, Histogram, Scatter Diagram, Graph & Control Charts are core QC tools to analyse and communicate progress. COLLABORATION TOOLS
- 16. MISCONCEPTIONS QCC is not for only quality related problems. It is neither a forum for grievances and demands, nor a tool for management to unload problems. It is neither a panacea for all ills, nor a 'cure all' or 'sure cure' technique. QCC is performance oriented culture platform and not a problem- focussed tool.
- 17. "The strength of the team is each individual member. The strength of each member is the team." - Phil Jackson