QCC: Quality Management Circle of Quality Control Circle
Quality control circle, also called quality circle or quality group, is a spontaneous "civil organization".
The so-called Quality Control Circle (QCC) activity is based on the view of respecting human nature, aiming at establishing a bright and happy workplace management model. Quality control circle (QCC) is a group composed of several (5 ~ 10) people related to a certain topic in a voluntary way, who discuss quality issues independently. As a part of total quality management activities, these groups make full use of various statistical methods under the principle of self-inspiration and mutual inspiration, and constantly maintain and improve their work sites in the form of full participation, which is called quality control circle activities. Not many members, preferably from the same department, but choose a circle length.
Form an activity group
B, strengthen technical study and self-motivate group activities.
C, regular or irregular meeting, automatically deal with the problems on the spot.
D, regularly hold company, department, team and other results conference, and attend external quality control circle meetings,
Exchanges, exhibitions and seminars.
Second, the working method of QCC:
1 and 5W 1H methods:
What: Yes. What is the content of the matter, we must grasp the essence.
When: When? When and how long did it happen?
Where: where. Where did it happen, and whether it changed or moved?
Who: Who? People related to this matter: responsible person, witness, cooperator, etc.
Why: Why? Understand the real reasons for the formation of things and remove the illusion.
How's it going? How's it going? What is the current situation of things, whether it is possible to continue to develop, what kind of results will be caused, what measures need to be taken, and countermeasures should be formulated.
2. Characteristic factor method (4M 1E method):
The relationship between characteristics and their possible causes is graphically represented. This diagram is a characteristic factor diagram or a causal diagram, or a fishbone diagram, a feather diagram or a Ishikawa diagram. Generally speaking, it is made according to the following steps:
● Determine the project, that is, what problems need to be solved.
● Analyze the reasons from five aspects: 4M 1E (man, machine, material, law, environment, etc. ).
● Expand the identified reasons and draw a chart.
● Screening the main reasons (Plato's methods can be combined).
● Give priority to taking measures against the main reasons.
● Confirm the effect of the implementation measures.
3.PDCA technology:
PDCA technology is a common technology in quality control circle, and every member of quality control circle must be able to use it.
PDCA cycle: p (plan): plan D (do): implement.
C (check): check A (action): measures
PDCA cycle diagram: quality is rising.
improve
maintain
correct
enter
maintain
(1) planning stage (p): set goals for the problems to be improved, and determine specific measures and methods to achieve these goals. The steps are as follows:
● Analyze the current situation and find out the main problems that need to be solved first;
● Analyze the causes of the problems and find out the main reasons;
● Make improvement plan according to the main reasons;
● Put the plan into practice and expect its effect.
② Implementation stage (d): Effectively implement the established improvement plan and its measures.
③ Inspection stage (c): According to the requirements of the improvement plan, check and verify the actual implementation effect to see whether the expected goal has been achieved.
④ Summary stage (a): Review and summarize the effects of the first three stages. (the most critical link)
Do: ● Summarize according to the inspection results, and incorporate the successful experience and failure lessons into relevant documents and regulations;
● Put forward the unsolved problems and turn to the next PDCA cycle.
★ Features of working cycle:
The big ring covers the small ring, interlocking, promoting each other and rising constantly.
Third, the characteristics of QCC:
The characteristics of QCC are reflected in the following aspects:
● Circle name: to be recognized, liked and proud by everyone.
● Work style: thunderbolt, flexibility, reasoning and creativity.
● Work category: For some special projects or special projects, there are always achievements in this field.
● Personnel style: What kind of people are they?
Four. How QCC works:
Generally speaking, they are conducted in their spare time, and their working methods are changeable, but they are generally conducted in the form of seminars. The forms of the meeting are:
Regular meeting: held at the appointed time, attended by all members of the circle.
Thematic style: members propose, the circle owner decides, and the personnel participate voluntarily.
★QCC workflow:
Set up a group to name, put forward slogans and make activity plans.
Collect data, understand the situation, define the theme, set goals, and analyze the main factors.
Formulate countermeasures according to the main reasons and standardize the confirmation of countermeasures.
This activity summarizes and determines the theme of the next activity.
★QCC activity steps:
Step 1: Form the quality control circle and choose the circle length.
5-7 people who are related to work form a QCC circle, and the length of the circle is recommended.
Requirements of circle length: The circle length is the soul of the future QCC circle, and it is best to have leadership and professional ability.
QCC circle is a spontaneous organization, and the circle length should be able to guide and restrain the circle members.
Step 2: Name the QCC circle.
At the first meeting, the QCC circle should be named, which can stimulate the enthusiasm of all circle members, safeguard the collective honor of the QCC circle and meet the needs of future work and results publication. Can mobilize the wisdom of circle members, collective discussion or voting decision.
Step 3: master the problem points in the work area of the department or circle members.
At the second group meeting, the group members should discuss the departmental questions they collected, which usually include the following questions (which should be closely related to the work of the group members):
Step 4: Determine the theme.
After the third step, the circle members should determine the order of solving problems, reach an understanding and decide the theme of the first challenge.
It can be decided by scoring. When choosing a theme for the first time, we should consider whether it is beyond our working ability, otherwise it will dampen the morale of the staff in the circle of influence and strive for success in the first battle.
Step 5: Determine the goal.
After determining the improvement theme, it is necessary to set the improvement goal, and the following issues should be paid attention to:
Step 6: Make a work plan to achieve the goal. After the goal is set, all members of the circle should explore specific methods to achieve the goal and make a timetable for each method.
Each circle member makes a work plan for the assigned tasks, and the progress of the plan can be checked regularly by using the checklist.
Step 7: Grasp the key points of the promotion theme.
For the theme of improvement, the required data are counted by AHP, and the situation is analyzed by Plato's method to find out the important key projects. The improvement work should start with the important projects.
Step 8: Explore the reasons. There must be a reason for a certain result, and we should try to find out the reason.
At this time, the factor analysis diagram (fishbone diagram) can be applied. During the circle meeting, all the members of the circle use brainstorming to hold brain meetings, list the possible reasons one by one, and finally decide several main reasons.
Step 9: Put forward countermeasures.
In order to find out the reason, list the items that need to be eliminated and discuss an improvement plan. The schedule shall include the following contents:
Step 10: implementation of countermeasures
Put forward the implementation plan of countermeasures, formulate specific implementation measures, and convene relevant personnel to explain, educate and train before implementation.
In the process of implementation, the team members who are specially responsible should bear the responsibility of teaching and controlling the process.
Step 11: Confirm the effect
In the process of implementation, the supervisor can use the "Implementation Evaluation Form" for evaluation.
Control chart, histogram, transition chart, etc. (transition diagram is best) can be used to confirm the effect. From the chart, we can see the result of the countermeasure, whether the predetermined goal has been achieved, or whether the effect is not ideal (if the expected effect has not been achieved, start again with PDCA cycle).
Step 12: Effect Maintenance
Effective improvement measures should be standardized, and relevant documents (such as work instruction cards, design documents, process documents, etc.). ) It should be revised, trained and promoted, so that relevant links can enjoy the results, otherwise all efforts will be in vain.
Step 13: Summarize and publish.
After the efforts of people in the circle, the process of efforts, the methods used and the results achieved should be published in charts. On the one hand, company leaders will make decisions, on the other hand, members of the circle will share the results.
Five, how to open a circle meeting:
● The purpose of the circle meeting should be clear and unambiguous;
The ideal number of participants is 5 ~10;
● Have information before the meeting to avoid empty talk;
● Avoid marathon laps, 1 hour is appropriate, 2 hours is the limit, start on time and finish on time;
● Each person's speech time should be controlled within 5 minutes, be concise, grasp the key points and stay on topic;
● The circle mainly stimulates discussion, stimulates creativity, maintains neutrality and resolves contradictions; And properly explain the agenda of the meeting;
● Listen with an open mind, respect other people's different opinions and share your own thoughts and feelings;
● The circle meeting must reach a resolution, and the circle leaders will appoint someone to propose an action plan;
● The chairman of the circle meeting can take turns;
● Minutes of circle meetings should be faithful and complete;
● Follow the actions and results of circle resolutions.
Sixth, the significance of QCC:
The main body of an enterprise lies in people, and the success or failure of competition lies in people. Generally speaking, more than 70% of the grass-roots personnel in enterprises only passively accept instructions and do not give full play to their great potential. Only those who do everything by themselves know how to do it better. QCC is to let them give full play and push themselves to do their work better.
● The existence of ●QCC can attract people, trigger a storm of thinking and accumulate wisdom;
●QCC has changed some people's living habits and made them achieve unexpected results in their work and life;
● People's mentality, behavior, habits, personality, fate, etc. Will change because they join QCC;
●QCC is not a belief, but it has the same function as belief.