Quality Control Circle Organization Management Essay

Quality control circle is who the voluntary participate of employees in a small group that discuss together how to identify, selecting, analyze, and solve work closely related problems. Normally, the member in the group (quality circle) should be work at the same area. Seven or eight are an ideal for size of a quality circle. However, the value of members can be increased in the quality circle. The role of introducing quality control circle usually to reduce a cost, improve employee satisfaction, improve quality, increase customer satisfaction, and improve communication between staff and management.

In Japan, the quality control circle has successfully implemented. That is because a good participation of employees in group activities. The important thing on the quality control circle program gets full support from higher management. For example, a encourage from the top manager would ensure circle members have a time to meeting and allow to other circle activities. The quality control circle will support the total quality management which the department start bottom to upper together gives the commitment to increase quality of products or services. [1]

A lot of company has low communication between bottom and upper management. Usually, the new idea to improve their quality of product or service are inspired from the manager direct to top organization. Normally, it’s not involved with their worker, where a lot of experience of a worker with their jobs should contribute their idea or suggestion. Quality control circle group supported the employee ideas will be accepted. When the technique could be implementation, that is the greater success of the group circle. As a result, 80 per cent of quality circle ideas has received by a lot of companies. Control chart, Cause-effect diagram, Check sheet, Histograms, Scatter diagram, Pareto diagram, and Graph. The seven tools of the quality circle at once to fulfill the principal of total quality of management on entire organization.

2.0 CONTENT 1

2.1 Quality Control Circle Organization

The quality circle groups actually are efforts from existing of organization. It has various elements in organization start with facilitator, leader/supervisor, Steering Committee, and employee or member. These are training process and role or responsibility each element:

i) Facilitator

Trainings of facilitator are a similarity with leader/supervisor where it using the same material. The topic included group dynamic, individual behavior, quality of work life, leadership, are discussed in more detail. Facilitator also trained more focus on teaching skills. For example, the International Association of Quality Circles or American Productivity Center implementation that programs more than five days. The function of facilitator in the group circle is to coordinate quality circle activities as well, train the team leader and members, and mediate between the circles and management.

ii) Leader/Supervisor

The trainings are a difference in other firms, but normally all topics teach to members or employees. The leader also get training about quality of life, committee skills, human behavior, and group dynamics. That training normally take more two days. The function of a leader coordinates quality circle operation, train the members, coordinates quality circle meeting, and the middle-man between members and management.

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iii) Secretary

Secretary of a group circle should attend the seminar, usually the seminar only took half or one day. That seminar described about their structure, and also advantages of commitment in the group circle. The function of a secretary prepared the materials as needed in meeting room and training facilities, responsible team recorded their work and their members, and fully and encouragement support to quality circle activities.

iv) Members or employees

All organizations tried to adjust the training follow to satisfy quality circle members. Usually, the training conduct in one session and take eight or more hours. The training discusses about importance of quality circle and how to decision making. The function of members is the focus on quality circle and organization objectives, responsible to attend all meeting of a quality circle, get the skills and technique from quality circle tools.

3.0 CONTENT 2

3.1 Importance of Quality Control Circle in Industries

The importance of a quality circle group not only to contribute a lot of profitability to company but give improving in organization, which occurs increasing in a work-process. Quality circle also gives impact to management level and individual level.

i) Individual level

Greater relationship with comrade and with management, also improve a confidence level.

Be able to constantly the high quality of product or service. That individual have an ability to understand a procedure to solve any problems. He or she also has creative and innovative thinking through discoveries a new idea.

ii) Management level

Increase relationship between worker and management. Management will implement of smooth task procedures at a time reduce time to finish products and services.

Quality circle emphasized of human-resource development and improves skills training, raise awareness of employees, facilitate share and solving worker problems.

iii) Organization level

Increase profitability, competitiveness, productivity, and high quality of products and services.

3.2 Factor That established Of Quality Control Circle.

A lot of studies showed factors that the implementation of Quality Control Circle. Previously, utilized the case studies of Asian companies, these factors separated three categories: (i) production system or work system, (ii) activation system, and (iii) support system. Table 1.0 show the factor of an implementation quality circle. [kaizen]

Table 1.0: Factor that the implementation of Quality Control Circle.

Support system

– A clear mission and vision.

– Company-wide support system.

– Guidance by all staff and isolation of a role.

– Training (engineering, management) to employees.

Activation system

– Balance between individual initiative and organizational coercion.

– Support and encouragement from staff organization.

– Look for an opportunity to exchange.

– Feedback and assessment.

– Standardization of decision and sharing.

Production system

– Strategy planning processes and participation of a worker in design.

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– Exchange and sharing of information, ideas and suggestion between departments.

3.0 CONTENT 3

3.1 Quality Control Circle Tools Implementation in Industries.

About 95% of the problems in production or workshop will be solved by using Quality Control Circle tools. Quality Circle had new tools such as Arrow diagram, Affinity diagram, Tree diagram, Matrix diagram, Process decision program chart, and Matrix data analysis diagram. However, the commonly tools are used in industries is Check sheet, Scatter diagram, Control charts, Pareto diagram, Cause- and effect diagram, Histogram, and Graph.

(a) Check sheet

The simple document that utilized for collect data at that time, and at location where the data are made is called check sheet. The check sheets are design to be easy, quick, and faster to recording anything information, which can be either qualitative and quantitative. Figure 1.0 is a sample of Check sheet.

5 kinds of Check sheet

1. Classification: A trait these as a defect or failure mode will need to be classified directly into a category.

2. Location: The actual physical location of a trait is indicated for a vision of a element or item being examined.

3. Frequency: The existence or lack of the trait or mix of traits is indicated. Furthermore, wide range of occurrences of the trait for a component can be indicated.

4. Measurement Scale: A measuring measure is split directly into intervals, and measurements are indicated by checking a suitable interval.

5. Check list: The items to feel carried out for a task are indexed to ensure that, because any single is accomplished, may perhaps feel indicated as having been finished.

Figure 1.0: Sample of Check sheet

(b) Scatter diagram

A scatter graph or scatter plot is a kind of mathematical diagram utilized Cartesian coordinates to show values for two variables for a group of information. The data is shown as an assortment of data, any single having the worth of one variable determining the positioning with the horizontal axis and the value of the various other variable determining the position on the vertical axis. Figure 2.0 is a sample of Scatter diagram.

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Figure 2.0: Sample of Scatter diagram

(c) Control chart

Control charts, also called because Shewhart, in statistical process control (SPC) are tools always utilized whether an industries or maybe business process was in a state of statistical control. Control chart consists by points representing a statistic, the mean of the statistic, a center line, upper and lower control limits, and the standard error. The control chart can be seen in a objective and also disciplined approach which enables correct decisions regarding control of the process, such as whether or not to alter process control guidelines. Figure 3.0 is a sample of control chart.

C:UsersyuHDesktopUntitled.png Figure 3.0: Sample of Control chart

(d) Pareto diagram

Pareto diagram is a statistical approach in choice, which makes that is useful for selection of a limited wide range of tasks that create significant overall impact. Pareto researching is a creative method of looking at causes of difficulties since it can help encourage thinking and organize thoughts. The Pareto technique can solve 80% of the problem and 20% is a cause. Figure 4.0 is a Sample of Pareto chart.

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Figure 4.0: Sample of Pareto chart

(e) Cause and effect diagram

Cause-and the effect diagrams also called fishbone diagram. The technique created by Kaoru Ishikawa. The cause-and effect diagram common uses are quality defect protection and identify factors of overall effect. Causes are usually grouped directly into significant categories to recognize our resources of variant. The categories normally include, people, machine, material, measurement, method and environment. Figure 5.0 is a sample of Cause-and effect diagram.

C:Documents and SettingsAdministratorDesktop280px-Ishikawa_Fishbone_Diagram.svg.png

Figure 5.0: Sample of Cause and Effect diagram

(f) Histogram

As soon as you require to discover and display the submission of data by bar graphing the quantity of units in any single category. A Histogram showed the distribution of measurement information, such as temperature, score, time and size. This excellent is critical as we understand which each of the repeated activities will create gains, which fluctuate, by and by. A Histogram reveals the amount of variety which just about any process has in it. Figure 6.0 is a sample of Histogram.

C:UsersyuHDesktop233.pngFigure 6.0: Sample of Histogram

(g) Graph

In mathematics, a graph is definitely an abstract representation of the group of items in which some pairs of the items are connected by hyperlinks. Usually, a graph is depicted in a diagrammatic form because a group of dots for the vertices, accompanied by lines or perhaps curves for the edges. Graphs are really among the objects of research in discrete mathematics. In industries, the graphs are used to compare the effect of entire products. Figure 7.0 is a sample of Graph.

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Figure 7.0: Sample of Graph

4.0 Conclusion

The finding in the study case showed the participation all staff of organization in a quality circle is very important. If organizations want to stay alive in an increasingly competitive global market, they will have to acknowledge the benefits of a productive workforce, motivated, co-operative, and efficient. Which improved employee involvement in decision-making activities will produce. To measure quality circle success, members or other staff in a group circle must promote the benefit of the quality circle program to organization. We should not be expecting a quick result from a quality circle program, going slowly. Hence, although organizations can survive in the short-run, employee participation could be said to be a prerequisite for organizational performance and growth in the long-run. However, productivity may not entail the implementation of participation programs and schemes if these are not carried out thoughtfully in regard to external and internal factors such as work force willingness, organizational culture, unions, etc.

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