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Unformatted text preview: Reduce costs, reduce man-hours, conserve materials, reduce the
inventory, and put time to effective and efficient use. 15
Streamline procedures, reduce delivery time, improve efficiency,
reduce downtime, mechanize processes, and use more jigs and tools. 1995
23 Equipment and facility:
Map out a maintenance plan, prevent malfunctions, improve the plant
layout, introduce automation, improve jigs and tools, and reduce labor
13 Enthusiasm and determination:
Improve relationships with others, increase employees’ motivation to
improve, encourage suggestions, and improve the attendance rate. 1995
20 Environment and safety:
Implement the 5-S house-keeping campaign, improve sanitation, reduce
overworking, and prevent accidents and environmental pollution. 1995
35 Unit 4 - Managers: Managing People 20 A Roadmap to Quality Unit 4.qxd 3/10/05 12:57 PM Page 21 4.6 Involve your employees in making
improvements: support QC circle
1. QC circles are small groups of employees from the same workplace who meet to
discuss work problems and carry out improvement activities. Their value lies in the fact
that employees themselves are very familiar with the problems in their own work places.
When they form groups, they can do a lot together to solve these problems, and to
improve the quality of their work. Over a period of time they can make valuable
contributions to product quality, productivity levels, cost reduction, facility maintenance
and safety procedures. (See Unit 10 for detailed guidelines on QC circles.)
2. It has been found that employees who participate in QC circle activities usually develop
quality consciousness, problem consciousness, a willingness to make improvements, and
a sense of quality management. There are a number of ways that you can encourage
QC circles in your department. Become familiar with QC procedures and techniques
3. You will find details of these in Unit 10. Here, briefly, is the QC problem-solving
a. Select a theme.
b. Get a full understanding of the present situation and set targets.
c. Prepare an action plan.
d. Analyze the key factors to get to the causes of the problem.
e. Work out countermeasures to solve the problem and implement them.
f. Evaluate the effect of the countermeasures.
g. Review and revise the standards, and integrate them into the control system.
Figure 4.6a Sample QC themes (page 24) Take an active interest in QC circles
4. QC circles are more likely to bear fruit where management is flexible and open.
However, you should not leave them to do as they like. You should keep in touch with
the leaders and members, and take a close interest in their activities. In fact, if you set
up such groups without taking an interest in what they do, the groups will not produce
very positive results. Performance may even deteriorate.
a. Encourage all employees to participate: make it clear that QC circle activities have
an important function in your company.
b. Keep up to date with what the QC circles in your department are doing. Talk directly
to the circle leaders and keep records: how many circles are there and how many A Roadmap to Quality 21 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 22 members; what themes are they working on; how long will it take to solve them and
what method of control is being used?
c. Visit the workplace at least once a week to see how the QC circle activities are
progressing. This will only take about 5 minutes per circle. Give advice if it is
needed, and give assistance to QC circles in other departments whenever you are
d. Advise on QC themes when you are requested and be quite clear about what you
expect from the activities. Encourage QC group leaders
5. Encourage QC group leaders to:
a. Keep members motivated: encourage suggestions, make the most of their sense of
competition and their eagerness to improve, and show appreciation of what they
b. Begin with simple, specific, immediate problems, or those common to all members,
or pertaining to company policy, and then move on to more difficult problems. If it
takes too long to solve a problem, members may lose interest. It is best to begin with
a problem that can be solved in less than three months, and later move on to more
c. Schedule meetings carefully: if meetings are held outside working hours, this should
be at a time that suits as many members as possible.
d. Do not allow preparation of presentations to cause work performance to suffer, even
if this is for important circle presentations. Evaluate the progress of QC circle activities
6. Generally speaking you should evaluate QC circle activities in terms of:
a. The number of sessions per month.
b. The number of hours per session.
c. The number of problems solved per year.
d. The number of presentations per year.
e. The participation ratio: the number of participants to the number of employees.
f. The money saved annually by improvements. Maintain the momentum of QC circles
7. QC circ...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.
- Spring '12