Human resource development and Quality Circle

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HUMAN RESOURCES DEVELOPMENT AND QUALITY CIRCLEDone under the guidance of : Mr. Rohit jha

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INTRODUCTIONMaintaining a changefriendly workforce is not an easy task. The success of organization will depend upon their ability to tap the abilities and talents of their staff by encouraging staff involvement in various spheres of organization activities. Staff participation can be used as a management tool.

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Quality circleis one such tool which proposes staff involvement.

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A quality circleis a participatory management technique that enlists the help of employees in solving problems related to their own jobs .About Human Resource DevelopmentIt essentially involves giving due recognition to the contribution of employees and deriving full benefit from their experiences, so as to achieve improved work planning, better product quality and higher employee morale, all of which leads to higher productivity & better human relations.

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The concept ofQuality circle was developed for improving product quality through greater involvement of workers in job planning.

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It is concernedwith activities through the employee which are prepared to share higher responsibilities more effectively and also enables them to improve there career prospects for higher promotional avenues, there by helping them to lead a better quality of work life.About Quality Circle (QC)Quality Circles are small groups of employees who voluntarily meet together on a regular basis to identify, define, analyze and solve work related problems, leading to improvement in their total performance, and enrichment of their worklife.Usually the members of a particular team (quality circle) should be from the same work areaor who do similar work so that the problems they select will be familiar to all of them. An ideal size of quality circle is eight to ten members.

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Concept of QualityCircle (QC)It is based upon the human resource management considered as one of the key factors in the improvement of product quality and productivity.It has 3 major attributes :-Quality circle is a form of Participative Management .Quality circle is a Human Resource Development Technique.Quality circle is a Problem Solving Technique

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HistoryQuality circle wereoriginally associated with Japanese management and manufacturing techniques, hence the concept of QC in essentially Japanese.

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It played amajor role in development of Japan after the second world war.

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QC in Japanwas formalized in 1960 by K.Ishikawa

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In 1982 theQC forum of India was formed in Secundrabad to create awareness and for imparting skills in implementing QC in different organizations.

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It is activelyinvolved in sharing experiences of Indian organizations in this effort.Objectives of Quality CirclesChange in Attitude:-From “I don't care” to “I do care”. Continuous improvement in quality of work life through humanization of work.Self development:-Bring out “Hidden Potential” of people . People get to learn additional skills.Development of Team Spirit:- Individual vs. Team – “I couldn’t but we did it”. Improved Organisational Culture:-Positive working environment. Total involvement of people at all levels. Higher motivational level. Participate management process.

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Quality Circle CharacteristicsVoluntarygroups of 6-8 members.

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Qc teams aresemi permanent.

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Teams are fromsingle functional department.

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Members have equalstatus & select their own project.

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Minimum pressure tosolve problems.Organisation of Quality Circles Each circle should ideally consists of 8-10 persons as many circles may be formed as possible in various functional areas depending on the number of people who have volunteered to join.

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The quality circleorganisation has a :-MEMBERLEADERSFACILITATORSSTEERING COMMITTEE

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Structure of Quality Circle

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1.MembersMembers are thebasic element of the structure of QC.

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Voluntarily join otheremployees of the same work area or those engaged in similar type of work to become members of QC , and participate in small group activities.

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Contribute towards buildingof a cohesive group culture through which they try to achieve the highest standards of performance.

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Take part inmanagement presentations.2. LeadersLeader is choosen by the members from amongst them.

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He may beforeman / supervisor/ charge man or any other member.

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Member can decideon the leader for each project.

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Leader is responsiblefor the effective performance of his circle.

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He must beprepared to face challenge to his ideas.3. FacilitatorFacilitator is usually a manager of the shop/ department/ section.

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He is responsiblefor guiding and directing the activities of the quality circle in his area and enthuse other executives to get involved in supporting quality circle activities.

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He publishes theconcepts , enlist volunteer members, providing training for members.4. CoordinatorCoordinator also acts as facilitators is an individual responsible for coordinating and directing the qualitycircles activities within an organization and carries out such functions.

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5. Steering CommitteeApexbody at the highest level of the unit / division which oversees the functioning of quality circle in the unit/ division and serves as an advisory body for quality circle.

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PURPOSE OF STEERINGCOMMITTEE :-Identify overall quality circle objectives.Encouraging quality circle activity by providing plan resources to make circle activity possible.Authorizing circle actions as well as establish policies and guidelines.Suggest areas for suitable quality circle attention.

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6. Top ManagementThesuccess of the quality circles depends solely on the attitude of the Top management and plays an important role to ensure the success of implementation of quality circles in the organization.

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THE IMPACT OFQUALITY CIRCLEImprovement of human relations and workplace morale.

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Promotion of workculture.

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Enhancement of jobinterest .

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Effective team work.

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Reducing defects andimproving quality.

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Improvement of productivity.

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Enhancing problem solvingcapacity .

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Improving communication &interaction. Stages of AdoptionThe quality circles programme has to be introduced very cautiously with care. So, that it can receive the acceptability and appreciation of one and all.

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This program canbe adopted in the following stages :-EVALUATION OF FEASIBILITY.GENERAL AWARENESS PROGRAMMESPLANNING AND ORGANISATION OF CIRCLES.ORIENTATION OF FACILITATORS AND LEADERS.ADOPTATION OF CIRCLES.MONITORING AND REVIEW OF ACTIVITIES

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1.EVALUATION OF FEASIBILITYAstudy of the organization is first necessary to understand its culture and general health, so as to determine the practical feasibility of introducing circles.It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner.2. GENERAL AWARENESS PROGRAMMESBefore circles can be started, people in the introducing this idea at all levels have to made aware about it.This awareness exercise may consist of informal discussions in suitable groups, talks to large gatherings, seminars, distribution of brochures and publicity literature on QCs, prepared in the local languages of workers , slide shows , video shows and films.

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3.PLANNING AND ORGANISATIONOF CIRCLESHaving created the necessary awareness amongst all personnel, the areas in which circles are to be immediately formed are decided and accordingly, leaders and facilitators are chosen and a steering committee is formed.It should be made explicitly clear that circles are not substitutes for the task, plant council or suggestion scheme.They are voluntary not management inspired or management nominated. 4. ORIENTATION OF FACILITATORS AND LEADERSIt is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles.This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant.

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5. ADOPTION OFCIRCLESThe leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance. Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers.All required help in the form of data, documents, reports, assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements6. MONITORING AND REVIEW OF ACTIVITIESThe suggestions and recommendations given by the QC from time to time , have to be studied and appropriate actions taken for their speedy implementation.It has to be ensured that QC once started, function smoothly and perform well for which cooperation from all concerned must be available.

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Areas of interestto quality circle Quality improvement.

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Efficiency improvement inservice organization.

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Cost reduction.

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Process control duringmanufacturing.

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Safety in materialshandling and equipment operations.

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Equipment and manpowerutilization .

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Reduction in workin progress.

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Job improvement .

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Reduction in machinemaintenance problems

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Reduction in humanerrors.Essential requirements for the success of circles Support from the top management and cooperation from the middle management is an essential request for the success of circle. Half hearted support is not adequate.Management should be not expect immediate results and short term benefit from the circle. It should also be made clear that quality circle do not dilute the responsibilities or authority of different function. They may only reduce there burden and make things easier.Circle should not be taken as forums for grievances or personal problems. Such problems should always be discouraged by the leaders. For this purpose , the agenda of meeting must be decided earlier. The members should accept the role of the leaders and appreciate the basic purpose of the basic purpose of these circle.

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Essential requirements forthe success of circles 4. A reasonably good climate sprit of cooperation and feeling of confidence between the workers and the management must exist. Workers should feel that improvement of the company‘s. Performance is not the responsibilities of the manager only but of workers also and they can play a vital role in this direction.5. Persons participating in the circle should be encouraged at appropriate times by the management6. Training of leaders and circle members as of utmost important and this should be arranged by the management in best possible way.

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Example of QualityCircle Programmes in IndiaBHEL -1980-Mr. S.R.Udapa (G.M.operations)1st Indian to start quality circle. OBJECTIVES:Achieve n sustain a reputation for quality at competitive prices in national and international market for entire product range .FUNCTIONS:Preparations of QC manualPreparations of quality plan for various productsFormation of annual quality implementations plan.

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Example of QualityCircle Programmes in IndiaHero Honda motors “Sunrise Quality Circle”Lucas TVS, Chennai “Honey bee Quality Circle”Tata Refactories (located in Orissa) “Niharika Quality circle” (saved Rs.4000p.a.)

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Quality Circle AtWorkXEROX one of the most well known firms in the world has benefitted from it.

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Xerox reduced wasteproduction by 65000 tonnes annually-with the help of Quality Circles.CONCLUSIONQuality circle is implemented to all organisation where there is scope for group based solution of work related problems.Qc is aim to achieve the objectives basically through development of people , the most important asset of an organisation.

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PREPARED BY :-HINA (18)

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RASHMI (50)

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CHANDANI (51) Thank You

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