Durban University of Technology

Business Studies Unit

COURSE : PROJECT MANAGEMENT

TITLE OF ASSIGNMENT : QUALITY CIRCLE IMPLEMENTATION

LECTURER : DR A.GANI

CENTER : APOLLO TYRES SOUTH AFRICA (PTY) LTD

ID NUMBER NAME & SURNAME SIGNATURE

8212115972187 ABIN GEORGE

8302111202083 HLOBISILE O MNGADI
8110185489084 THEMBELANI NKOSI
8705315887089 SECHABA TSUBELLA
CONTENTS PAGE

1. Title
1.1 Need for project
1.2 Feasibility study
1.3 Cost effective
2. Project Environment
3. Scope
3.1 Objectives
3.2 Deliverables
3.3 Milestone
3.4 Technical requirements
3.5 Limits and exclusions
3.6 Project reviews
4. Technical planning
• Work breakdown structure
• Gantt chart
• Networks
• Risk and Response management
Title

Introduction of quality circles in Apollo Tyres South Africa

1.1 Need for the project

1. Transition phase for Apollo tyres as a global competitive tyre manufactures

2. Support world class manufacturing

3. Improve team work, creativity and innovations by encouraging participation from all levels

4. To improve morale and communication

5. To set and attain reasonable targets

6. To improve the quality of the product and services

7. To develop the ability of problem solving

1.2 Feasibility

1. Training resources all available

2. Facilities in the shop floor identified and can be utilized

1.3 Cost Effective

1. Elimination of waste

2. Improved efficiency that will lead to reduction of operational cost

3. Shop floor ownership (errors will be detected at point of occurrence there by reducing the
work/waste)

Project Environment

• Geographical location of the plant in small town with predominantly low skills level

• Competency of people to roll out training, team building exercises and budget constrains
 • All sub constructors must align with the company’s quality circle systems

• Aligning of suppliers

• Lack of discipline (professional level)

• Company strategy on the quality circle

Scope

3.1 Objective

To introduce quality circle at Apollo Ladysmith plant by 2012 in all four Areas of production.

3.2 Deliverables

• Quality

• Waste reduction

• Increased Productivity and efficiency

• Improve communication

3.3 Milestone

ACTIVITY DATE
1. Presentation to Management: 06 September 2010
• Selling idea to top management and getting their buy
in.
2. Formalize structure: 10 September 2010
• Putting a structure together to properly facilitate QC’s
3. Team Selection: 07 September 2010
• Forming teams to run quality circles
4. Creating Policies: 13 September 2010
 • Putting policies in place to run circles professionally
5. Design and Implement Facilities: 15 September 2010
• Identifying facilities in each department respectively
6. Training team Members: 13 September 2010
• Empowering members with QC skills
7. Team Building Exercise: 09 September 2010
• Encouraging team work
8. Develop and Finalise reward systems: 17 September 2010
• Inspiration to get the best from members
9. Train Stakeholders: 16 September 2010
• Ensuring that they are also in line
10. Problem Solving technique: 28 September 2010
• To efficiently solve problems
11. Run Quality Circles 06 October 2010
12. Handover 07 October 2010

3.4 Technical Requirement

• Budget approval

• New policy and procedure must align with TS 9649

• Availability of meeting rooms/areas

3.5 Limit and exclusions

• Successful implementation may cause people to expect increases regarding of their job
grading.

• Budget constraints and limit

• Time limitation as to when and how long the meeting will be held

• Each contractor to budget for its own employees training.

3.6 Project Review

Project is still in its conceptual stages. The project management team is still in the process of
proposal, analyzing the cost versus the benefit.

Technical Planning

Work Breakdown Structure for Quality Circles

Q C Im p lim e n ta tio n
P ro je c t M a n a:Agbeinr
G e o rg e
D a te:2 0/0 9/2 0 1 -01 5/1 0/1 0

E q u ip m e n t a n d R e q u ire m e n t

D e s ig &n T ra in in g P ro g ra m
P ro je c tio n s
Im p le m e n t fa c ility H a n d o u ts
F a c ility S u p p o rt T ra in in g

M e e t in g s F o r m a lis e S tru c tu re T r a in th e T ra in in g o n
G e n e ra te T e a m B u ild in g
s ta k e h o ld e rs P ro b le m s o lv in g
P o lic y
Gantt chart
Network Diagram
 PROJECT C

Expec
Activity time
A 1
B 4
S CURVE FOR EARLY AND LATE START

S Curve for early & late start

EL Accum LS Accum
1000
900
800
700
600
Cost

500
400
300
200
100
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
EL Accum 1 6 10 20 23 26 26 27 30 31 34 38 41 45 48 52 56 61 67 73 79 85 91 91
LS Accum 1 4 7 10 13 20 48 75 17 31 34 38 41 45 48 52 56 61 67 73 79 85 91 91
weeks
Risk and response management
Activity Description
A Presentation to
Management
B Formalize the
structure
C Select the Team
D Create Policies
E Design & Implement
Facilities
F Training the Team
G Team Building
Exercise
H Develop & Finalize
Reward Systems
I Train the
Stakeholders
J Problem solving
technique
K Run quality circles
L Handover to
Production
Objective
Get them to buy in to the idea
To have a basis for proper work flow
To ensure proper participation from all
departments involved.
So that we have clear guidelines and
procedure for working
To give facilities to work from
To ensure that all members understand
and have all the necessary skill to achieve
their goals
To build a strong bond amongst team
members
To inspire members to perform at their
best ability
To achieve everyone’s full competent
participation
To tackle problem issues as efficiently as
possible.
To implement the initiative as to improve
quality
To properly facilitate the Quality circles
Risk
No management commitment
Communication chain
breakdown
Lack of shop floor involvement
Misinterpretation of certain
clauses of the policy
Cost of all equipment to put
together all facilities.
Insufficient funds
Non co-operation of team
members
Unachievable incentive goals
Cost of training short term
stakeholders
Might be more suitable to
people with analytical abilities
Non commitment of team
members
Procedure not followed and
project falls.
Response
Involve management on the team
Structure awareness to involve all
stakeholders
Encourage employees on shop floor to come
with ideas and suggestions as to show
ownership.
Use simply terms that are clear
Facilities already exist and only
implementation is to be done
Proper budgeting
Sell idea fully to all members and its benefits.
To measure attainable results to reward
teams.
As part of compliance, each contractor to
train its own employees.
To encourage all team members to come with
any solutions and not subjected to
discrimination.
Explain all benefits of QC’s to them
To audit teams progress.