What are QC Circle Activities?

TQM Study Programme

Ａ Ｐ
Ｃ Ｄ
30 July 2003

Management T＆K
Itaru Nakano
What is a QC Circle ?
A QC circle is a small group of employees, working at the forefront of
a company, assembled to control and improve the quality of products
and services in a continuous manner.

The members run the group by

themselves, giving full play to their
creativity by using the concept and
methods of QC, enlightening
themselves mutually, and
promoting activities.

The purposes of the group’s activities are:

To improve the capability of the QC circle
members and find out their identities, to create a
cheerful work environment where employees find
value in their work, to increase customer
satisfaction, and to contribute to society.
What are QC Circle Activities?

The executives and managers

must understand that QC circle activities are important for
developing capable employees and effective workplaces.
Those activities should contribute to the improvement and
development of the company. QC circle must take the
initiative to execute company-wide activities, such as TQM,
and give instruction and support so that all workers
participate in activities, raising the self-esteem of all workers.
Basic Ideas behind QC Circle Activities

Give full play to the abilities of employees

and bring out their infinite potentiality.

Esteem humanity and a create cheerful

work environment with worthwhile jobs.

Contribute to the company’s improvement

and development of company.
 Introduction of QC Circle Activities
Circle
• From introduction to organization
• Set clear purposes
• Study together
• Registration of circle
• Start of daily activities
• Review of activities and
their reflection
• Leadership
• Membership
 Execution Items of Japanese-style
Quality Control Activities
・SQC (Statistical Quality Control)
Use logical methods based on data analysis
QC training
・Steps to solve problems
QC story (Basics are PDCA)
QC sense
"Market-in concept", "Attachment of importance to facts", "Attachment of
importance to plans", "Attachment of importance to processes", "Recognition of
dispersion", "Finding and solving problems rather than selecting methods",
"Orientation to important points", "QC story"

・Participation of all workers

Activities of executives, activities of department/ section
managers, activities of staff members
QC circle activities
 Mission and Results by Hierarchy
• Executives
* Clarification of policy, diagnosis, and management
･ Construction of vision and company-wide control system
• Department managers and section managers
* Deployment and transfer of policy and management
･ Planning of control system of departments and functions
• Staff
* Project activities and improvement activities
･ Construction and improvement of line
･ Construction and improvement of control system of
departments and functions
• Line
* Production, sales, and QC circle activities
･ Production activities ･ Sales activities
･ Improvement of facilities and jigs ･ Improvement of work
 What are Quality Control Activities at Komatsu?
Quality control activities performed by the whole company (all departments and all employees)

･ Purpose of quality control is quality assurance.

To assure quality of products that consumers can
purchase with satisfaction and can use with a
sense
･ Quality in
of safety and satisfaction for many years.
wide sense QC all over
"Grade of finish
company ･ QC: Quality control
of products" A P To perform PDCA to
"Quality of work"
improve the grade of
C D finish of products and
Quality quality of work.
assurance
･ Small groups of workers at the
forefront to control and improve
Q C quality of products, services,
works, etc. continuously
QC circle activities
･ Tools to perform quality
control activities
SQC (QC training) rationally

Komatsu Quality Control Award Quality Control Award to group

Procedures from Introduction to Organization
• Executives and managers determine to introduce
QC circle activities
* Announce in meetings, morning assembly, house
journal, company policy, etc.
• Employees must try to understand activities
* Understand the company policy, QC, and QC
circle activities
* Participate in policy explanation meetings,
discussions in workplace meetings
• Organization of QC circle
* Organize QC circle in one workplace
* Appoint a leader
Organization of Circle
• Organize circle in one workplace
• Limit number of members of each circle to 6 - 8
• Appoint a workplace leader as the first circle leader

Supervisor
Foreman
Foreman
Member

Member
Member

Member

Member

Member

Member
Member

Member

Member

Member

Member
Member
Leader

Circle A Circle B
QC Circle is Frontline “Gemba” of Komatsu
Head Quarters Role of each level for QC
Coordination Dept Manager Staff Employee
Staff Guide and Eng. Support Kaizen by QC Circle
Division Support Kaizen
Staff Policy Deployment・

Plant Sales & Service R&D

Coordination Indirect Branch Coordination Dept
Staff Staff Staff Staff
Staff Staff

Production Coordination
Ｄ Ｂ Ｄ Ｂ Ｄ Ｂ Design & Experiment
Management Management Management
Staff section section section
Research
Staff
Team Team Team Staff
Line
Circle

Circle

Circle

Circle

Circle

Circle

Circle
Team Team Team Staff
Center Team Team Team Staff
長
Number of participants and cover ratio at Komatsu
(2000: 2,545 persons)
Persons ％
8000 100

7000 95

6000 90
Number of persons
参加人員
participating
5000 カバー率
Cover ratio
85

4000 80

3000 75

2000 70

1000 65

0 60
77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 Year
Number of Circles at Komatsu
(1999: 282 circles; Maximum in 1978: 833 circles)
Circles
900

800

700

600

500

400

300

200

100

0
77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00
year
 Set Purposes of Circle Activities Clearly

• Improve ability of QC circle members and find out

their identities
* Improve ability of each member
* Give full play to the ability of each member and
realize his (her) idea
* Increase income of each member
• Create cheerful and active workplace
* Create workplace with good human relationships
* Create strong workplace
• Improve customer satisfaction
• Contribute to society
Study Together ･ Understand Together
• Base of QC circle activities is a meeting
• All circle members shall gather and study together
* Know purposes of introduction of QC circle
activities
* Study "basics of QC circle"
* Make purposes of activities clear
• Use superiors and staff practically and receive
instructions and support from them
* Activities are not limited within circle
• After all members understand, register circle
• Start improvement activities
 Training of QC Circle Leaders of Komatsu
・ Contents : Concept, method, and promotion of QC
・ Object : QC circle leader, sub-leader
[Leader is essential]
・ Place for training : Each operational unit
・ Number of participants : 30 (1998)
・ Curriculum
Time
Day 8:00 12:00 13:00 17:00
1st Openin ･ What is quality
･ How to solve ･ How to solve Analysis of factors
g control?
day problems Lunch problems and practice
speech ･ What is quality
assurance?

2nd How to conduct QC circle activities and

Lunch
Practice of methods to solve problems
vitalize QC circles (Part 1) (Stratification, check sheet, Pareto diagram)
day
3rd Practice of methods to solve problems
Lunch
QC circles
of
How to do QC circle
activities and vitalize QC
Closing
(Histogram, scatter diagram, control chart) speech
day Komatsu circles (Part 1)
Registration of Circle
• Registration in department, operational unit, and
company
• Registration of circle means introduction of circle
* Increases solidarity and morale of circle
* Registered circle can easily receive instruction
and support from superiors and staffs
• Give name to circle
* Names and natures often agree. Name implies
purpose of circle.
* Circle is enduring. Indicate permanence.
• Registration in QC circle division
First Theme is Arrangement
• Arrangement is a problem common to all
employees in a workplace
* All employees can participate easily
* Problem is clear and each person can get ideas
to solve it easily
* Result is obtained soon and it is visible
• Clarifying problems of workplace by arrangement
* If workplace becomes clean, next problem
appears
* Next theme is determined soon
* Quality problem
* Improvement of efficiency
 Procedure of Daily Activities
Organization and registration of QC circle Registration of circle name
・Registration in company
Development of teamwork Place for study ・Registration in division

Policy of superiors ・Making of activity plan for a half year,

year, and long term

Execution of QC circle activities

Announcement Selection of theme

Repeat continuously
Making of activity plan

Summarization of results
of activities QC circle meeting

Repeat
Control and improvement

Check of activities

Diagnosis of QC circle
 Theme selection
Theme selection is the 1st step of activity, which more or less decides the success or failure of the activity

Problems and issues in
the personal environment
・Difficult to do (Muri)
・Unnecessary to do (Muda)
・Different, depending on the person
(Mura)
Extract using 4M
Problems and issues at Problems and issues leftover
worksite from previous activity
・Superior’s policy
・Worksite annual important External factors
measures
・Claims from following processes Economic trends, Technology
Policy management trends, Environment problems etc.

Collect themes on a daily basis to accumulate (Theme bank)

Sort out problems and issues and narrow down Use of matrix diagram Evaluation standards

・Does it allow participation by all Problems / Issues

・Does it match the abilities of the circle

・Can it be resolved in approximately 4 months
Decide theme name
・Terminology should be concrete
・Countermeasures should not be used as theme name
Example: ‘Reduction of conveyor abnormalities in
external packaging process’
Importance / Urgency /
Benefits / Economy
Put together reasons for theme
selection
・Clarify the process for narrowing down the theme
・Express the state of troubles for the circle
・Clarify relationship to superior’s policy
Preparation of activity plan
Submit to QC Circle QC circle Circle number Theme number Page

QC circle activity plan for each theme

Secretariat, Section in-
charge of education
secretariat
receipt stamp
QC circle activity plan/ report ( )-(
Plan preparation year month day
) /

(Original to be filed with

circle chief, copy to be Division Section Team
submitted)
Theme categories Circle members
Sectional Manager’s stamp Assistant Manager’s stamp

Theme

Submit at the time of recording the theme and objectives

1 Quality 2 Volume
3 Cost 4 Personnel Male: persons

Share activity information amongst

Distributed to 5 Schedule Circle Name Circle leader name
6 Standardization Female: persons
Circle Stamp
Reason for theme selection

all members in order to strive for Relationship with superior’s target

Target Current Status Target Features intended for improvement and unit Method for measuring data
of count

Target
Period Year Month Day

efficient activity Method for recording

Be sure to set
numerical target
Expected benefits Thousand yen

Result value Meeting dates Revised dates

Results
Achievement date Achieved on year month day 1　　　　　・　　　4　　　　・　　　　7　　　　・　　　　　1　×　　　　・
values
2　　　　　・　　　5　　　　・　　　　8　　　　・　　　　　1　×　　　　・
(e.g.10 à 5 cases) Benefit thousand yen
3　　　　　・　　　6　　　　・　　　　9　　　　・　　　　　1　×　　　　・

・Clarify activity steps (problem resolution

Features intended for
improvement and unit Person Planned schedule and implementation schedule
of count No. Implementation item
responsible Month Month Month Month Month Month
e.g. Sales per person
sales / number of

and target achievement) persons

thousand yen / person

Method for measuring
data

・Confirm clearly responsibilities and

After completion of activity related to the above theme, fill in all the required items of this column and submit
e.g. based on daily
inspection report

‘things-to-do’ for all members

Based on daily work
report

Benefit
As a rule, display in
terms of monetary

・Clarify overall schedule of the activity

Fill out the difficult points, good points and failure points of the activity concisely.
amount

Record main
implementation
measures, schedule
and responsibilities in
order to ensure timely
implementation of
measures and
achievement of targets
and to monitor progress

Record schedule as
indicated
Target: Result:
Graph of the trend of
special features.
Record target and
results on a daily,
weekly or other
appropriate interval

Trends of characteristic values … target

Results
In case extra space is required use separate paper (A4-9)

Evaluation and observations of departmental chief (evaluation on year month day)

QC circle meeting
Significance of QC circle meeting
・Heighten common awareness amongst all members
・Decide responsibilities and ‘things to do’, and confirm
・All members contribute their wisdom ・Share information ・Improve leadership
・Heighten will towards personal development and mutual development

How to proceed with QC circle meetings

Preparation for meeting
(plan is important)
・Clarify agenda and schedule
・Sort out personal opinions
・Do not forget to prepare the homework
Start of meeting
・Responsibility sharing of chairmanship,
secretary of records etc.
・Explanation of objectives, agenda and
contents
・Create atmosphere for voluntary speech
Proceed with discussion
・Confirmation of previous meeting and
report on homework
・Innovation to allow everyone to speak
freely
・Do not deviate from the objective

Lead to conclusion
・Put together opinions and lead to
conclusion
・Draw a conclusion that convinces
everybody
・In certain cases, decide by majority
Prepare minutes of the meeting Preparation for next meeting
・Prepare minutes of the meeting after ・Introspection from the
finishing meeting
・QC story is an accumulation of meetings
・Minutes (records) are the wealth of the ・Decide next meeting date
circle ・Decide next meeting agenda

‘This and that’ of QC circle meetings – “Meeting rooms are not the only place for meetings”
・Meetings through notes ・Message board meetings ・Lunch meetings
・Worksite meetings ・WEB meetings
Improvement activities
Demonstrate creativity, and fully mobilize the power of the circle

Use of knowledge and experience (specific skills) Absorb new knowledge (study)

Use of QC methods and philosophy (management techniques)

Use of data
Use procedures (QC story) for problem resolution and target achievement
・QC story is a procedure to certify that the countermeasures implemented this time
are the best available under current conditions in order to achieve the objectives or
targets of the selected theme
・It is not necessary to pursue the activity exactly according to the steps. It is
permissible to skip steps
・QC story comprises of tools – their use is not the objective

Use of superiors and staff. Use of related sections

Problem awareness and improvement awareness of all members

QC Story and QC Method

• Arms are necessary to fight against strong

enemy
• Act efficiently with rational and scientific thought
* QC story of problem-solving type
* QC story of result-attaining type
* Seven QC tools (Q7)
* Seven new QC tools (N7)
• Methods are tools and measures
* Use is not purpose
* Methods are tools to solve problems and attain
targets
 Steps to Solve Problems
QC Story
Eight steps of PDCA for each department and worker
for problem-solving and improvement
• Step I : Theme selection
Ａ Ｐ
• Step II : Fact analysis and target setting
• Step III : Making action plan Ｃ Ｄ
• Step IV : Factor analysis
• Step V : Examination and execution of measures
• Step VI : Confirmation of effect
• Step VII : Standardization and auditing of execution
• Step VIII : Planning for the Future
 SQC (Statistical Quality Control)
・ Q7 (Seven QC tools)
・Used mainly for improving control of workplace
・ Stratification ・ Pareto diagram
・ Cause and effect diagram ・ Histogram
・ Scatter diagram ・ Check sheet
・ Relation diagram/graph
・ Seven new QC tools
・ SQC
・ Design of experiment
・ Multivariate analysis ・Reliability control
・ IE, VE, etc.
Report and presentation of activities
• Take record of history of improvement activities
* Record and data of meetings
• Arrange and summarize records after each
activity is completed
* Activity report
* Summarize by using QC story
* Records and reports are property of circle
• Present in workplace
* Horizontal deployment of contents of activities
and sharing of information
• Self-review of execution method of activities
Presentation of improvement activities
Significance of presentation
・Clarify the good and bad aspects of the activity by sorting out the activity contents for the presentation
・Improvement contents can be developed horizontally towards other areas
・It serves as accumulation of skills for the circle and worksite
・Can get evaluation of the superiors and related persons for the activity
・Heighten common awareness amongst all members

How to proceed with QC circle presentation

Presentation preparation
・Contents of the activity exactly as they were
・In a manner comprehensible to those listening
・Prepare by sharing responsibilities amongst all
・Put together on-the-spot within daily activity
・Presentation rehearsal with participation of all
・Hear the opinions of superiors and related
persons
・Do efficiently, making use of personal
computer etc.
・The process of preparation is an opportunity to
raise level
During presentation After presentation
・Make presentation from standpoint of ・Introspection of presentation contents
those listening by all
・Participation by all, to the extent
possible ・Good points and points to be revised
・Questioners and evaluators are ・Reflect evaluation content etc. in future
teachers activity
Points to note during presentation
・Presentation is of the activity, activity is not for the presentation
・Listening to the opinions of related persons shall lead to learning
・The aim is the listeners; do not dress-up the presentation too
much

This and that’ about QC circle presentations – (A conference is not the only place for presentation)
・Presentation by theme ・Presentation by field ・Lunchtime presentation
・Worksite presentation ・WEB presentation
Review of Activities and Reflection in Next Year

• Self-review of improvement activities

* Self-evaluation by focusing on execution
method of activities
• Circle activities continue as long as there is a
workplace
• Self-diagnosis and superiors' diagnosis of yearly
activities
* Self-diagnosis of QC circle
* Superiors' diagnosis of QC circle
• Yearly plan of QC circle activities
* Make yearly plan of activities based on
improvement activities and diagnosis
Annual QC circle promotion activity plan
Remarks Revision date Preparation date
Division Circle name Registration number Leader name
FY(Fisical Year) QC Circle Year Month Day

Plant
Center
Section Head Office
Activity Improvement Plan Sectional
Manager chief
Promoter Leader

　1　Diagnosis points (superior) 2 Evaluation points 3 Problem areas extraction

Item Points Sub total Total Ｎｏ． Weak points Problem areas (why are there weak points)
Worksite environment
Activity introspection Members’ awareness
FY Number of meetings ×５
(Fiscal
QC circle activity Number of themes resolved ×25
Year) Action towards
operations
next activity
Number of 1st presentation　　　　　 ×10 Points
presentations
Activity results

2n d presentation onwards　×５
Results summary
QC circle meetings Level of own circle

Xm
Check results and
reoccurrence Theme selection

prevention
Preparation and implementation of
Total

Min Max
improvement plan
Points
Weak Weak

Person Schedule
Problem points Countermeasure implementation items FY activity theme
responsible 1 2 3 4 5 6 7 8 9 10 11 12
FY
(Fiscal
Year)
Action plan for problem areas

Prepare in order to strive for

Improvement plan

continuous activity
・Clarify measures for achieving annual Item
Person
responsible
Schedule
1 2 3 4 5 6 7 8 9 10 11 12
Item Objectives

activity targets and for invigorating the circle.

FY activity objectives
Number of meetings times
Events plan

Number of themes resolved cases

・It is better to clarify targets and measures Number of presentations

Diagnosis points
times

points

for development of all members

Leadership and Membership

• Leadership
* Understand basics of QC circle
* Set examples by executing QC circle activities
* Give direction for QC circle
* Lead meetings
* Develop a leader for next term
• Membership
* Participate in activities and perform assigned
role
* Work to create harmony among members and
cooperate with leader
 Introduction of QC Circle Activities
Executives and
Managers

• Procedures of systematic introduction

･ Procedures before introduction
･ Procedures after determination of introduction
･ Maintenance of structure
･ Start of daily activities
• Grass-roots
introduction
→ Expansion
all over company
 Procedures Before Introduction
• Executives and managers get to know existence
of QC circle activities
* Information of other companies in the same trade
* Suggestions from head office or parent company
• Make efforts to understand activities
* Visit companies where activities are done
* Read books
* Participate in QC circle meetings and training
courses held by headquarters and branches
• Determine introduction as policy of company
* Making clear purpose
 Concept of QC Circle Activities
of Komatsu
In each QC circle, participants in quality control
activities can improve and use their abilities. It is an
improvement group indispensable to the
environment of a company that changes drastically.
Accordingly, the executives, department managers,
section managers, center managers, and staff who
must direct and support the quality control
activities, as well as the members of the circle, must
recognize the importance of the circle and promote
the measures to effect the activities strongly and
extract the highest capabilities of the circle.
 Procedures after Introduction
• Notification to persons concerned and motivation
– Notify in meetings, morning assembly, house journal,
company policy, etc.
• Executives, managers, and staff study activities
– Dispatch persons concerned to training courses out of
company (Union of Japanese Scientists and Engineers)
and inside company
• Training of QC circle leader
– Giving QC and QC circle training to future leaders
• Support in organizing QC circle
– Declaration of start, ceremony
– Supervisor becomes leader for the present just after start
 QC Training by Hierarchy in Komatsu
　 QC training Training of each subject
Course Dept. manager and Staff course Leader course Special course
Sect. chief course ･ Conversation practice

Tech- Office Sales Design Multi- Reli- in foreign language

nical work of experi- variate ability ･ Office automation
ment training
Type Required Required Required Required ･ Study of environment
Targets Management Staff, supervisors Leaders, sub- Managers, staff who have
･ Study of intellectual
leaders completed staff course
property
･ Knowledge of QC ･ Improvement of ･ Basic knowledge of ･ Application of special
Purpose
and method for use ability to solve QC circle activities method to actual work ･ Attendance at training
necessary to problems ･ Concept of QC ･ Personal computer
develop ･ Concept of QC ･ Basic method ･ Practice courses out of company
subordinates ･ Basic method ･ Operating method
･ Discussion in group ･ Life plan seminar

Training by Hierarchy

Training of workers at each level Training of chiefs Training by manage- Business strategy training
Training of new employees

･ Training required for promotion

Training of executives
ment simulation

new management
General postMedium postHigh post
● Beginners' and intermediate

Training of
courses Basic management training Business practice
･ Production technology ･ training

Training of
managers
Production control
･ Purchasing ･ Quality
technology ･ General affairs Training of Training of foremen Special study
･ Personnel and labor ･ Research ･
group leaders abroad
Development
･ Sales ･ Service
 Maintenance of Structure
 Establishment of Promoting Organization
– Appointing a Director for Promotion and promoters
(managers and staff)
– Establishing a Council to make supporting plans
 Setting of Registration System
– Motivating by making a register and issuing registration
certificate
 Editing of Guidebook
– Writing in corporate language easy to understand for
circles, promoters, and supporters
 Setting up of Commendation System
– Establishing a commendation system to encourage the
willingness of the circle to perform activities
Organization to Promote QC circle of Komatsu
Organization of persons Smoothing of activities
Operational unit manager QC circle organization
in charge of promotion

Department Department Quality Assurance Chairman of operational unit leaders meeting

manager manager Department Manager

Liaison meeting of persons in charge of

Person in charge Person in charge

Operational unit leaders meeting

of promotion of promotion
Chairman of Chairman of
department department
Person in charge leaders meeting leaders meeting

promotion
of promotion of
QC circle in Support Request
operational unit

Section manager Section manager Chairman of Chairman of

section leaders section leaders
meeting meeting
Person in charge Person in charge
of promotion of promotion

Center manager
･ Inspection of yearly activity course and plan ･ Raising awareness of leaders
･ Planning of meeting ･ Communication with superiors
Group leader ･ Exchange of information with other divisions ･ Exchange of information with each circle
･ Evaluation and commendation of activities ･ Mutual understanding of problems in work lace

Leader

Circle
 QC Circle Promoters Meeting of Komatsu

Meeting
・March
・ Consider the Action
Section Manager Plan
Headquarters
Manager ・Edit a White Paper
Quality Assurance Dept.
・Activity Report
・Experiment Dept. Div. Office
・ Production Technology Dept ・September
・Meeting Plan
3 Plants： Div. Office
・Activity Report
Quality Assurance Dept.
“Extended” Meeting
Domestic Sales Div. Div. Office Leaders, Section Promoter
・Extract Problems and
Company
Tasks
Affiliates：Main 6 Office ・Discussion of Tasks
・Party
Manual for Smooth ＱＣ Circle Operation of Komatsu
Manual for Smooth Operation of QC Circle • Issued in August 1963
Awazu Plant • Article carried in “GEMBA
Quality Assurance Dept. and QC” magazine in March
As QC is well accepted, various proposals for
KAIZEN have been made by foremen and supervisors.
1964
Therefore, we thought more vitalization of QC Circle • Article carried in “Quality
movement would generate far more KAIZEN at site by
the training of QC methods and would great, promote the Control” magazine in April
QC Circle movement. 1964
…But it was found, after inspecting 20 circles’ activities, that
the sufficient operation was not made. • “１９６５
・This manual shows how to solve problems and operate
smoothly QC Circle movement. NIKKEI Press Quality
Control Book Award” in 1965
20 100% fig１ ：The Quality of Theme
of each circle and
Schedule
Ａ：Excellent
10 ・Ｂ：Good • Proposal of QC STORY
・Ｃ：Fair
・Ｄ：N.A
Ａ Ｂ Ｃ Ｄ
QC HAND BOOK of Komatsu
• The first edition was made as a
Ｑｕａｌｉｔｙ training textbook in 1962
Ｃｏｎｔｒｏｌ • The second edition was published in
ＨＡＮＤ ＢＯＯＫ 1967
・Given to all employees
Definition of Quality Control of
・Handy book to carry
KOMATSU
Quality Control is the activities aiming at
・QC training textbook for freshmen
economically developing, producing, selling and
offering the products or services with which ・Used as an OJT textbook for all
customers in the world can be fully satisfied.
employees
• Revised edition was made in 1994
Ａ Ｐ
・Description of basic points of
Ａ Ｐ Ｃ Ｄ
Ｃ Ｄ KOMATSU QC operation
・Clarification of mistakes
often made in operation
 Start of Daily Activities
 Cooperate in selection of theme
– Many employees hesitate over what to select as
a first theme. Consider together.
 Make members write activity plan and solution report
– Setting of format, making a structure of report, adding
comments
 Back up meetings
– Supporting for holding meetings, giving comments in
meeting records
 Hold presentation meetings
- Golden opportunity to make members enlighten themselves
and each other
Follow-up System of Daily Activities of
Komatsu
Department manager and section
QC circle Operational unit ･ Division office manager･Foreman and group leader Company office ･ Outside

Organization Registration Registration

Organization and

division
promotion

Making a structure of QC circle activities

Liaison meeting of persons in charge of promotion

Training of QC circle leaders

Review of activities of
previous year
Policy of promotion of QC circle activities

Plan of yearly activities Activity plan White paper

Policy of superiors
Daily activities

Selection of theme Exchange of information through in-house LAN and making of database
Report
Improvement activities ･ Activity plan ･ Check and follow-up of activities
･ Meeting records ･ Guidance, support, and advice
･ Completion report ･ Evaluation and commendation
Completion of theme

Presentation by section Evaluation and commendation

Floating university
Diagnosis of QC circle

Announcement out
Commendation by operational unit manager

of company
Reflection of results

Meeting for announcing result of each theme

Operational unit meeting

All-Komatsu QC circle meeting

 All-Komatsu QC Circle Presentation Meetings
　 Technical
Division Practical Test Division ･ Selection meeting of
Manufacturing Engineering Research Center Meeting 2 divisions
Production
Division (1 time/year) (1 time/year)

Plant Presentation within Presentation within Selection

section department Plant Presentation
meeting

All-Komatsu QC circle meeting

(6 - 12 times/year) (1 - 2 times/year) (1 - 2 times/year) (1 time/year)

Sales Division Presentation for distributor ･ dealer Sales ･ Service research presentation
(1 - 2 times/year) (1 time/year)

Cooperative Presentation in Presentation on improvement cases

companies each company by Komatsu Midori Club
(1 - 2 times/year) (1 time/year)

Komatsu Presentation by each Presentation in Presentation of affiliated

affiliates division each company companies
(1 - 2 times/year) (1 - 2 times/year) (1 time/year)

Overseas Presentation in
subsidiaries each company
(1 - 2 times/year)
(1 time/year)
 Presentation by Theme of Komatsu
1-89-4 Painting Osaka
2-89-8 ＰＭ Oyama
3-90-3 Cleanliness Kawasaki
4-90-7 Welding Awazu
• Theme 5-91-4 Materials HIMI
Cross-Divisional Task 6-92-3 Training KCC
• Place 7-92-4 Jig and Assy’ Kyoto
Any Div. by turns
• Exchange Information 8-93-3 Operation KCC
Presentation, 9-93-6 Inspection Osaka
Site Visit, Lecture 10-94-7 Standardization Awazu
• Preparation 11-95-8 Change Oyama
Utilize Daily Data
12-96-9 Claim Osaka
13-97-9 Challenge Theme Awazu
 Evaluation and Commendation
 Evaluation and commendation
Give commendation when presentations are made
Give commendation to circles that have been active in
general daily activities
Establish evaluation and commendation systems
 Review activities in the first year and make plan for the next
year
Continuation and growth of QC circle activities, and
promotion of PDCA
Establishment of diagnosis system
Support in making yearly plan of circles
Commendation for Daily Activities of Komatsu
• Circles that had lively daily activities or made excellent results
• Circles that grew remarkably after previous period
[Half-year commendation]
Document examination
Excellent prize (Plant)
Recommendation by

Field examination
each department

3 circles: \50,000-

Commendation
Good prize (Plant)
15 circles: \20,000-

• Necessary conditions for recommendation:

The set conditions of the following items must be cleared.
・Number of themes solved, number of meetings held,
presentations, and suggestions for improvement
Auditing QC Circle Activity of Komatsu
• Orientation for future by reviewing operations of the
previous semester in January and July.
• Improve Communication with section manager

Self Diagnosis Interview with

by Diagnosis Card Section Manager

QC Circle
Diagnosis Card
Comments by Section Manager
 Audit Chart for QC Circle Activity (Komatsu)

Self-check

Self-check
Check by

Check by
Superior

Superior
Evaluation Categories and Items Evaluation Categories and Items
1. Working Environment 6. Development and Execution of Improvement Plans
(1) Do you make any efforts to create a cheerful working environment? (1) Was the plan reviewed by all members?
(2) Do you make any efforts to improve your company's original technologies? (2) Was the plan feasible?
(3) Have the percent defective, yield rate, and work efficiency been improving? (3) Was the responsibility for executing the plan divided among all members?
(4) Do you keep your surroundings clean and organized? (4) Was a sufficient amount of data collected and utilized?
(5) Do you participate in safety promotion activities? (5) Were the QC tools properly utilized?
2. Members' Willingness 7. Checking of Results and Prevention of Failure Reoccurrence
(1) Are the members willing to participate in QC activities? (1) Were the activities executed as planned?
(2) Do they understand the QC circle activity? (2) Was each of the results reviewed?
(3) Do they try to gain the required knowledge on their own? (3) Were measures/standardization for preventing failure reoccurrence taken/performed?
(4) Do they have a critical mind necessary to perform QC circle activity? (4) Did the members/persons concerned thoroughly understand the standardized items?
(5) Are they well-trained to perform QC circle activity? (5) Were other tasks similar to the one that failed examined?
3. Management 8. Summing Up Results
(1) Is the QC circle activity managed voluntarily? (1) Was a report generated for the results obtained?
(2) Is the leader demonstrating strong leadership? (2) Were the improvements presented quantitatively, or qualitatively as well?
(3) Are the members working cooperatively within the group? (3) Were the remaining, unsolved issues clearly identified?
(4) Are they receiving adequate guidance from their superior? (4) Were the results reported to your superior?
(5) Are they introducing their original ideas into the management of QC circle activity? (5) Were the results of the activities announced to other divisions?
4. Meetings 9. Actions for Next Step
(1) Is the meeting held monthly? (1) Did the members gain confidence, and show willingness to continue?
(2) Does everyone attend the meeting, or show up on time? (2) Were the issues brought over from the previous theme resolved?
(3) Does everyone actively participate in discussions? (3) Were the issues related to the management of QC circle activity resolved?
(4) Does the meeting proceed smoothly? (4) Are any progresses or improvements beginning to show?
(5) Does everyone act according to the conclusions reached at the meeting? (5) Is the training of newly-employed staff sufficient?
5. Theme Selection 10. Reviewing Activities Executed
(1) Do you or anyone always present a new theme voluntarily? (1) Is the duration of meeting sufficient?
(2) Is the selected theme consistent with your superior's policies? (2) Are morning/end-of-work gatherings and spare time effectively utilized?
(3) Does the theme selected correspond to the members' skill levels? (3) Are in-house/outside-co. QC Circle Conferences & other activities effectively utilized?
(4) Is an objective clearly defined? (4) Are the records of activities effectively utilized?
(5) Is the relation with other divisions considered when selecting a them? (5) Are opinions beginning to be exchanged more actively?
Scoring Keys: Total Grade Total Grade [General Comments by Superior]
◎ Good (2 pts.); ○ Average (1 pt.); (Self) (By Superior)
× Poor (0 pt.) /100 pts. /100 pts.
Dispatch to Ocean Cruise for QC Circle
(Komatsu)
112 persons dispatched Basic Schedule Criteria for selection
between 1973 and 1998 ・Excellent presentation
6:45 Wake up ・ Prize winner in daily

9/29 Depart from Tokyo 7:15 Exercise Activity

［On-Board Training］ 7:45 Breakfast

10/2 Arrive at Taipei 9:00 Training

［workshop］ 12:30 Lunch

10/3 Depart from Taipei 13:45 Training

10/5 Arrive at Hong Kong 17:30 Dinner・Rest Lecture contents

［workshop］ 19:15 Free Discussions ・Key point of QCC

10/7 Depart from 21:15 5 Minute Meeting ・QC Method

Hong Kong 23:00 Lights off ・Management improvement

［On-Board Training］ ・Group discussions

10/11 Return to Tokyo

Various Measures to Set Activities on Their Way
• Identifying activation index of activities
– Number of meetings held, number of themes solved, etc.
• Issuing QC circle news
– Publicizing active circles and events
• Holding QC circle exchange meetings
– Learn good points of each other
• Holding QC circle leader meeting
– Sharing superiors’ policy and exchange of information
between circles in the same job site
• Presentation by inviting excellent circles of other work
places and of other companies
Database Preparation for QC Circle of Komatsu

Field Circle Homepage

Division & Registration No.
Name of Circle & Leader Chatting
Theme, Number of Meetings
Number of Presentations Consulting-
Corner

Viewer
Division Number of
Circle Leader Theme Item Meetings
QC CIRCLE
Awazu Pioneer I Nakano D85 Parts Quality 8 times
Quality

STAFF Dept. Sect Manager Div. Manager

Plant Manager
Foreman President
 e-QCC 2002 Vision
Establish evolutionary QC Circle activity and bring it to the
mainstream
Activity that increases value of ‘individual’, where excitement is
shared
Activity to realize self-achievement within the overall business
activity
Strive towards activity to be engaged across wide sections
without consideration to form

QC Circle Operation Center

 e-QCC activity structure
Evolutionary QC Circle activity
Commitment of top management
(Deployment of measures)

Increase value of ‘individual’ Overall business activity Form / Methods are not important
(Self-achievement) (Contribution to business results) (Activity across wide sections)

Continuation of Sharing of business Group organization

education and training information Single member circle
Coaching and Proactive meetings Joint circle
counseling Communication Project
Challenging work Select issues and themes Activity objectives
Individual and group Policy management Customer Satisfaction
evaluation Company-wide (CS)
Realize one’s dreams common problems Vitalization of worksite
Important worksite New methods
issues Six σ
Seven new tools
QC Circle Operation Center
 Outline chart for Worksite Study Meeting
(hold once every half-term)
Change in environment
surrounding the company Issue 1 Quality
・Countermeasure 1 Theme 1
Company or Operation
Center Policy Theme 2
・Countermeasure 2 Theme 3
Issues and policy of the Plant Issue 2 Cost
for this year
・Countermeasure 1 Theme 1
Section or worksite introspection ・Countermeasure 2 Theme 1
for previous year Theme 2
Issue 3 Safety
・Countermeasure 1 Theme 1
Worksite review meeting

Section Theme In-charge Project

Manager A line chronic defects Nakano
Worksite
Chief Staff B process defects A circle
Leader C improvement for process preparation Yamada
C new establishment of line Nakano / A A project

Discuss worksite issues Share worksite information

Points for consideration in Small Group Activity
Clarification of policy, diagnosis and management
Top management
Managers

Guidance and
Construction of vision and company-wide control system

support
Department and Section Deployment and transfer of policy and management
Managers and
Managerial grades Planning of control system of departments and functions

Project activities and improvement activities

Small Group Activity

Engineers and staff
Front line

Construction and improvement of business and systems of departments and functions

Production, sales and QC circle activities

Technicians and Main jobs: Production activities, sales activities
line workers Additional jobs: Improvement of work, Improvement of facilities and jigs

＊Philosophy and methods of activity for each hierarchy level may be the same
Points to consider

＊Promotion organization or process may be the same

＊Presentation methods and place need special consideration for each hierarchy level
＊It is necessary to differentiate evaluation and awards on activity and presentation for each
hierarchy level
There are some cases that work content and human resources management systems are different
between staff and line workers
‘Single person QC activity’ system for staff
Theme setting Improvement of daily work (PDCA)
Issues for staff
Study content to Theme based on specific skills: Improvement ideas and implementation come ahead
be selected as QC Theme based on QC story: Causes are unknown, problem-solving steps are necessary
activity theme
Theme based on SQC: Statistical methods are necessary for analysis

Theme registration
QC Promotion Secretariat
Register as QC Staff
activity theme Staff Registration
List Follow-up
・Establishment of Staff
registration system during Promotion
Meeting
Activity Implementation Theme based on SQC: In case high level statistical methods are necessary
Implementation of activity ・Experiment Planning Methods ・Multivariate analysis methods
Guidance meeting when ・Quality engineering (Taguchi method)
required Individual guidance meetings with internal and external guidance counselors
・Guidance counselors

Report results Set and revise technical standards Next activity

Presentation meeting
and report meeting
‘Single person QC activity’ system for line workers
Study organization Judgment standards
Study whether it should Worksite composing of individuals with specific skills: Each person has a different job
be single person activity There is only one person at the work site: Each section has a single person in-
or group activity charge of the job

Theme registration
QC Promotion Secretariat
Register the Circle
Registration
theme as part of One person List Follow-up
group activity during Promotion
Meeting
Implementation of activity Superiors and supporters constantly follow activity status and give appropriate advice
・Technical aspect ・QC Methods ・Improvement steps
Implementation of activity ・Coordination with other sections
Advice and support by
superiors during
Periodic guidance meetings with superior in the section
guidance meeting

Report results Next activity

Presentation meeting and
report meeting
Guide & Support System in Whole Division of Komatsu

Dept. or Sect. without QCC

Staff Design
General Manager
GM R & D Center

Sect Manager Staff Materials

Sect Manager
Staff Tools
Foster
Parent Supporter

Volunteers
Register
GM General Affairs
GM PLANT

QC Circle
Sect Manager Staff
Foreman

QC Circle

Promoter
Staff
QC Circle
Machining
Staff
GM Production

QC Circle Welding
Foreman

Sect Manager QC Circle

Volunteer
Outline chart for presentation
meeting by each field
Theme setting
Discussion of horizontal deployment
・Assembly, welding, machine processing ・Study by Standardization Committee
・Office work, sales ・Participation of specialists
・Set objectives for the company ・Masters, staff, committee
members
・Hold on the day following the
Invitation of circles presentations meeting
Information about the meeting to give out
Standardization
・All operational centers and all sections
・Revise company-wide standards
・Circulate to all operational centers ・Company-wide technical
standards
Presentation Meeting ・Company-wide work standards
・Participation of specialists from all operational centers and ・Standardize content with which
sections relevant persons agreed
・Master ・ staff
・Circulate at operational centers ・Prepare a system for
standardization
・Set longer time for questions and discussion
 Indices for activity results

Number of meetings Number of themes resolved Number of presentations

Meetings / Themes / Presentations /
Month per circle year per circle year per circle

National 1987 ２．８ ２．６ －

average 1995 ２．３ ３．４ －
1987 ２．９ ５．９ ３．７
Komatsu
2000 ２．０ ３．８ ２．０
 Roles of Supporters
• Do not suppress initiatives by circle members and avoid
laissez-faire
• Give instruction, support, and advice to match growth

・ Support means to
Independence

Instruction/ cultivate, to give

Support fertilizer, and to
weed out, as in the
case of agriculture
Initiative of circle

Role of each hierarchy

Growth