K

I
QUALITY CONTROL CIRCLE
(QCC)
Or
Kaizen Promotion Team (KPT)
E
K
Presenter :-
Seblewongel Haregewein
27 November 2012
Content of the Slides
What are QC Circles?
Basis of QC Circle Activities & Types
Of QCC
Aims of QCC Activities
Activities of QC Circle
QC Circle Introduction Process QC Circle Introduction Process
Steps to operate QCC Activities?
Roles of Promotion Committee/Kaizen core team and
Section Committees
Leaders Role and Members Role
Example of QC Circle Activity
What are QC circles?
QC Circles are small groups consisting of
first-line employees who continually and
collectively find a problem and discuss on
alternative remedies to control and
improve the quality of their work, products
and services. and services.
The members are from the same section that do
the same type of job in order to have common
understanding of problems and all members
participation.
QCC can be formed not only by production
workers but also office workers.
Basis of QC Circle Activity
5-7 members
Select Leader and secretary. Select
group leader from supervisor or leading
person in the workplace. person in the workplace.
Regular meeting at least once every
week for 15 or 30 minutes.
QCC have to do continuous
improvement activities by tapping
members creativity.
QCCs use several kaizen tools QC 7 tools
(Pareto diagram, Fishbone diagram etc), 5S,
Brainstorming, Why-Why Approach, 5W1H etc.
Make sub-groups in case the workers work in
different shifts. Sub-groups should have joint different shifts. Sub-groups should have joint
meeting once every 1 or 2 months. Sub-groups
can work on common general theme.
Coordination between QC circles.
All members participation is required in QCCs.
QCCs solve problems autonomously related to
workplace such as:
problems of quality, cost,
problems of morale,
safety problems,
improvement of service and quality of work,
self-discipline activities focused on humanity etc.
improvement of service and quality of work,
self-discipline activities focused on humanity etc.
Choose a problem/theme and follow steps of QC
story to solve the problem.
Types of QCC
Sub-Circles: if a workplace consists of more than 7 or 10
employees, it is better to form more circles (sub circles),
Or if there is shift operation.
Joint Circles: also called united circles or collaborative
circles.
1) several circles work together to tackle a single 1) several circles work together to tackle a single
problem.
2) When QCC exchange information to tackle the same
problem.
3) several QCC work on a significant theme divided into
sub themes.
4) A part or all of the members join other QC circles.
Types of QCC
Theme-driven QCC: to solve a problem
effectively, a small group may be formed by
the members from several different sections or
departments or managerial posts.
The circle is dissolved after the successful
solution of the theme. Its members launch a
different QCC activity under a new theme in
collaboration with other individuals.
Aims of QCC Activities
To develop members capabilities and achieve self-
actualization.
To make the workplace more pleasant, vital and
satisfying.
To improve customer satisfaction and contribute to
society. society.
To create good workers relationship or team spirit
through close discussion.
To develop recognition of importance of work and
raise responsibility.
To establish discipline in workplace and do proper
work by reducing mistakes.
Activities of QC Circle
Learning through
QC Circle.
Managing the work
place(workplace
rules, standards,
5s)
Solving
problems at
the work
places.
Problems not discussed by QCC
Reward and wages
Personalities
Individual complaints
Staff benefits Staff benefits
Disciplinary policies
Work termination policies
Collective agreement issues
QC Circle Introduction Process
3. Organize
QCCs by
section
committees.
At this time,
train shop
supervisors.
1. Declaration of
introducing
QC Circles
by president
of company.
2. Establish
promotion
and
section
committees.
4. Train
QCC
leaders.
5. QCC
perform
activities.
6. Organize QCC
performance
meeting and
presentation, and
give recognition to
outstanding
groups/QCCs.
Promotion System of QC Circle Activities
Bureau
Promotion
committee
Section
GM
Section Section
Leader Leader Leader
Member Member Member
Section
committee
QCCircle QCCircle QCCircle
Section
committee
Section
committee
Role of Promotion committees/
Kaizen core team
Set clear policy and goal for QC Circle
activity.
Establish operational guidelines.
Follow the condition of QCC. Follow the condition of QCC.
Give guidance, support, and cooperate
actively.
Coordination of QCC activities in the company.
Evaluate QC circle activities at least once a
year using criteria and give advise as
needed.
Role of Section committees
Provide active support to the QCC.
Organizes training programs for new QCC.
Organize QCC presentations.
Coordinate and ensure availability of facilities
to all QCC. to all QCC.
Register circles as & when formed and record
number of members.
Act as a counselor to Promotion committee
and QCC leaders.
Leader's Role
Make clear the purpose of the QC circles
activities.
Direct activities of QC circle.
Perform as a member in the QC circle activities. Perform as a member in the QC circle activities.
Maintain good atmosphere in which all members can
express their opinions.
Manage QC circle activities with appropriately
assigning roles to all the members.
Train next leader.
A Leader
LlistenListen carefully to the members.
Eexplain Explain to the members carefully.
AassistAssist the members activities.
Ddiscuss Discuss often with the members.
Eevaluate Evaluate a result fairly.
Rresponse Respond to the result.
Member's role
Follow the workplace rule and discipline.
Participate in QC Circle activities actively.
Participate and speak actively in QC Circle meeting.
Perform and be responsible to assigned activity.
Cooperate with other members. Cooperate with other members.
Arrive at meetings on time.
Steps of Problem Solving/QC Story
Step 1 : Identify problems and select one theme
Step 2 : Study current situation by collecting
data/facts
Step 3 : Set target
Step 4 : Make activities plan
Step 5 : Analysis of causes using Fishbone Step 5 : Analysis of causes using Fishbone
diagram
Step 6 : Discuss on countermeasures
Step 7 : Confirm effect by comparing with the set
target
Step 8 : Standardization
QCC Name: Red Fox
QC Circle make up: Pasta and Macaroni
production line: 7 males
Step 1: Selecting a theme- General theme:
Example of QC Circle Activity
Step 1: Selecting a theme- General theme:
Minimize production loss in pasta and
macaroni line
Identified Problem Judgment
Criteria
Theme
Kaizen Req. QCC Req.
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Wastage of dough Reduce wastage of dough
X X 13
Macaroni wastage Minimize the amount of

during starting and

closing of machine
loss of macaroni
X
20
Flour loss during
damping
Minimize the amount of
loss of flour
X X
13
Pasta cracking
problem
Reduce amount of
cracking Pasta
X X
11
Judgment . 3 points, . 2 points, .. 1 point, X .. 0 point
The selected theme is Macaroni
wastage during starting and stopping of
production operation.
Step 2: Current Situation
Collect data from log book recorded by cause for six
months and analyze the data by Pareto diagram to
determine which causes are critical for big amount of
macoroni loss.
Cause: Macoroni loss during starting and closing of
machine machine
Area: At short cut pasta production area/macaroni line/
8
10
12
14
16
18
Macaroni
Damage in
Quintals
60%
80%

Average Amount of Macaroni loss for the last
month(March August)
100%


40%
0
2
4
6
8
Electrical
power
interruption
operational
problem
technical
problem
cutter
sharpness
Temperature
and Humidity
Causes of Damage
20%
40%
Step 3: Set goal
What? Decrease amount of cracked Macoroni in
quintals during starting and stopping of the machine.
When? By the End of November 2010
How many? From 41 Qtls to 12 Qtls
Why? What? Where? Who? When? How?
Objectives Items to be
implemented
Location Person in charge Sep 1 Nov 30 Method
P
Set up issues Select theme Meeting Room All Sep 3 BS Matrix
Collect
information Planning Meeting Room All Sep 10 5WIH
Examine Present status
Macaroni
production area
Mr. Belachew
(leader)
Mr. Kiflu Sep 11 Sep 20 Pareto Diagram
Goal Set goal Meeting Room All Sep 22 Based on the data
Step 4: Activity Plan
D
Identify problems Analyze causes Meeting Room All Sep 22
Cause and Effect
Diagram
Examine and List
alternatives Examine measures Meeting Room All Oct 1
Cause and Effect
Diagram
Implement
measures
Implement
measures
Macaroni
production area
Mr Belachew
(leader)
Mr Getahun Oct 8-11 5WIH
C
Confirm Confirm effects
Macoroni
production area
Mr Belachew
(leader)
Mr Getahun Oct 11-Nov 12 pareto diagram
A
Follow up
progress
Standardize
Macoroni
production area
Mr Henok
Mr Getachew Nov 19 5WIH
Review of future
issue
Macoroni
production area All Everyday
Communication
Review meeting
Step 5: Analyze factors
Main causes
Frequent power interruption.
Low grade raw material.
No preventive maintenance according schedule.
Lack of operator training.
Cutter sharpness is not enough. Cutter sharpness is not enough.
Problems Facts Counter measures
(Plan)
Judge
1
Frequent Power
interruption
Insufficient power
from the source
-The back up generator
should have enough fuel.
2
Low grade Raw materials Wheat doesnt meet
standard
- Change supply from
local to import
Step 6: Examine and Implement measures
Examining measures to prevent or minimize macaroni
wastage during starting and closing of machine.
standard local to import
3
No preventive maintenance
according to schedule
Lack of spare part
Not following
Schedule
- Improve spare part
ordering system
- Training to follow
schedule
4
Lack of operator training Not enough standard
and training plan
-Make necessary standard
and give training
5
Cutter sharpness is not
enough
Long time usage -Make it sharp
-Replace it on time
-Place the cutter on right
place
What? When? Where? Who? How? Why?
1 Frequent
Interruption of
power
By the end of
Oct.
Macaroni
production
area
Leader&
Operator
-The back up
generator should
have enough fuel
To prevent
damage due to
interruption
2 Low grade raw
material
By the end of
Oct.
Meeting
room
Leader -Change supplier
from local to import
-to have standard
wheat
3 No preventive
maintenance
By the end of
Oct.
Meeting
room
Incorporation
with
- Training to follow
schedule
- to keep
continuous
Actions
QCC : Sept. 1 - Nov. 30 2010
maintenance Oct. room with
maintenance
head &
Leader
schedule
-Improve spare part
order system
continuous
machine running
4 Lack of training By the end of
Nov.
Meeting
room
Office of
leader
Leader &
members
Leader
- Make necessary
standard
-Give training
-Prepare training
plan
For each worker
to have enough
knowledge
5 Cutter
sharpness not
enough
By the end of
Oct.
Macaroni
production
area
Operator - Make it Sharp
-Replace on time
-place it on right
place
- To keep its
sharpness
a) Macaroni loss reduced from 41quintal to 15 quintal and
the achieved goal is 80%.
b) Reduced damage loss 980 x (41 15) = 25,480
Birr.
c) Change in attitude towards their work.
d) Utilize all members knowledge.
Step 7 : Confirm effect by comparing
with the set target
d) Utilize all members knowledge.
e) Recognized they became familiar to their work.
Step 8: Standardization
No. What When Where Who How Why Contr pint
Foll ow
up
1
The back up generator
should have enough
fuel
Always
Macaroni
production
area
Operator By checking
To stop
interruption
Keep
generator fuel
T
e
a
m


L
e
a
d
e
r
2
Change supplier from
local to import
At the time of
purchasing
Office Leader
By
communicatin
g
To have
standard wheat
Standard
wheat at
delivery time
Training to follow
schedule
Always
Production
area
Leader
Using the
schedule
To make
preventive
maintenance
Preventive
maintenance
schedule
Improve spare part Once every 6
Office
Leader and
maintenan
By checking
the previous
To have spare Spare part
7
3
Improve spare part
order ingsystem
Once every 6
months
Office maintenan
ce head
the previous
system
To have spare
parts on time
Spare part
order system
4
Make necessary
standard
Every 6 months
Leaders
office
Leader &
members
By revising the
previous
standards
To have
standardized
operation
Standard
Give training When necessary
Meeting
room
Leader &
trainers
On job training
Up grade
knowledge &
skill
Training skill
map
Prepare training plan Once a year Office Leader
By checking
skill map
To give
continuous
training
Training plan
5
Make cutter Sharp
When necessary
Macaroni
production
area
Operators
By continuous
checking
To decrease or
keep quality of
product
Cutter
sharpness
Replace on time
Place it on right place
Amount of Macaroni Loss in Quintal on
October
8
10
12
14
16
18
Macaroni
Loss in Quintals
Before
0
2
4
6
8
Loss in Quintals
Electrical
power
interuption
Operational
problem
Technicale
problem
Causes of Damages
Before
After
Amount of Macaroni Loss in Quintal on
November
10
12
14
16
18
Macaroni
loss in
0
2
4
6
8
10
loss in
quintals
Electical
power
interuption
Temperacher
& Humidity
Operational
problame
Cutter
sharpenes
Technical
problame
Causes of Damage
Before
After
QCC activities respect humanity
as well as bring joy to those
working at the workplace.
Thank You !!! Thank You !!!