Conducted by:

Charlotte
Esmade
Jasmin
Gamutan
Catalina
Manalo
January 26 30, 2004
Nidec Philippines Corporation

Quality Circle Nidec Philippines Corporation

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
1. Use facilitative
behavior
2. Propose an agenda for
review
3. Guide without dominating: share leadership
4. Clarify and support other roles
5. Be an active participant; contribute
ideas
6. Involve all members
7. Invoke operating procedures when appropriate

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
8. Clarify organization constraints and circle
boundaries
9. Help the circle stick to the agenda
10. Focus circle energy on the task
11. Protect individuals and their ideas
from attack
12. Help the circle reach consensus
13. Communicate with management through normal
lines

QC
Facilitation
Duties and
Responsibilities
Outside
Meetings:
1. Follow up on circles action items
2. Work with members to measure and track
results
3. Communicate success stories
4. Keep non-members informed
5. Help members to get access to
training
6. Invite feedback from members
7. Cooperate on circle leaders meeting

QC
Facilitation
Duties and
Responsibilities
Outside
Meetings:
8. Train the members on the application of engineering
and QC tools
& techniques
9. Formulate monthly activity plans
10. Coordinate with TQM
11. Orient and direct circle activities
12. Create favorable human relationships in his circle as a
whole
13. Act as agent of change in the workplace

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
1. Capture basic ideas on large paper in
full view of
team
2. Dont edit; dont be corrupted by the
power of the
pen
3. Use the persons exact words to record
brainstormed ideas
4. Write down keywords: abbreviate
when
appropriate

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
5. Remain objective: avoid adding extra
ideas
6. Step out of role to give your own ideas
7. Take down minutes
9. Dont be afraid to misspell (say you
use creative
spelling)
8. Write fast and large

QC
Facilitation
Duties and
Responsibilities
Outside
Meetings:
1. Keep file
2. Remind circle leader and members of
the next
meeting
3. Act as alternative circle
leader

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
1. Use facilitative behaviors
2. Support your ideas; do not defend
3. Restate other persons idea before differing
4. Use teamwork and QC tools and techniques
5. Change seat to avoid cliques
6. Dont be prematurely negative
7. Give and receive feedback

QC
Facilitation
Duties and
Responsibilities
During
Meetings:
8. Contribute ideas and information related to the
task
9. Listen with respect; dont interrupt
10. Ask questions when you dont understand
11. Help the circle reach consensus
12. Help keep the facilitator out of content
13. Help the leader keep the focused on the task
14. Help keep the secretary objective and accurate

QC
Facilitation
Duties and
Responsibilities
Outside
Meetings:
1. Prepare for
Meetings
2. Do assignments

QC
Facilitation
4
Prepare in advance
4

Start the meeting on time
4

Open the meeting by giving a brief
introduction
4

Stay in the background
4

Encourage participation

QC
Facilitation
4
Keep the discussion moving
4

Call on people who are trying to
participate
4

Summarize from time to time and at
the end of the meeting
4

End meeting on time or ahead of
time

QC
Facilitation
Handling Difficult QC
Members
The Rambler
-
gets off track in
his
remarks and
uses far-
fetched
examples to
make a point
The
Windbag
-
comments
too
frequently
and
dominates
discussion
The Homesteader
-
highly reluctant
to
consider other
alternatives
The
Mummy
-
does not freely
participate in
discussion

QC
Facilitation
Difficult QC Members
Antidotes

THE MUMMY
-
Be patient
-
Give the Mummy major roles
-
Ask direct questions on
topics you
know he has expertise

THE WINDBAG
-
Target questions to other members by
name
-
Use non-verbal signals (e.g. no direct eye
contact)

QC
Facilitation
Difficult QC Members
Antidotes

THE RAMBLER
-
Remind the person that you have to go back to
agenda
-
Consider making this individual a team
secretary
-
Give the person a time limit to say his piece

THE HOMESTEADER
-
Apply consensus building
-
Show facts


P
L
A
N
DO
PROBLEM
IDENTIFICATION
1.
ANALYSIS OF THE
PRESENT SYSTEM
2.
IDENTIFICATION OF
ROOT CAUSES
3.
SELECTION OF BEST
ALTERNATIVE SOLUTIONS
4.
SOLUTION
IMPLEMENTATION
5.
EVALUATION
OF RESULTS
6.
STANDARDIZATION
7.
SELF-EVALUATION
AND FUTURE PLAN
8.
Quality Circle
Story

1. Brainstormi
ng
2. Flow
Diagram
3. Check
Sheets
4. Bar Graph
5. Pie Chart
6. Line Graph
7. Pareto Chart
8. Gantt Chart
9. Cause & Effect
Diagram
10. 5W + 2H
11. Stratification
12. Scatter Diagram
Concept & Structure of Quality Circle

Quality Circle
Story
Step # 1: Problem Identification
Objective:
To provide circle focus by
systematically weighing the
identified problems
Output:
A priority Problem
QC STORY # 1

Quality Circle
Story
Step # 1: Problem
Identification
Activities
QC STORY #1
a. Nominate perceived problems in the
workplace
b. Trim down list of perceived
problems
c. Classify controllability of problems
d. Verify existence of the problems

Quality Circle
Story
Step # 1: Problem
Identification
Activities
QC STORY #1
e. Classify problems according to its
significance
f. Endorse problems to Management for
acceptance
g. Prioritize problems through data-based
consensus

Quality Circle
Story
QC STORY #1
A. Nominate perceived problems in
the workplace

Avoid waste of time, use Brainstorming

properly

Ideas must be visible to everybody

All concerns must be stated as a problem

Quality Circle
Story
QC STORY #1
PROBLEM

A result not an activity

Result of poor
performance or
nonperformance of
ones job

A deviation from a
standard

Quality Circle
Story
QC STORY #1
PROBLEM = OBJECT +
DEFECT

Deviatio
n
- something has gone
wrong

Threat
- might cause future
trouble

Opportunity for Improvement

- challenging the existing
system

Quality Circle
Story
QC STORY #1
B. Trim down list of perceived
problems

Group together similar ideas

All causes must be eliminated but note the causes

for QC Story # 3

Everybody must agree on the groupings

Quality Circle
Story
QC STORY #1
C. Classify controllability of
the problem

Controllable

Uncontrollable; or
A Problem can
be:

Interface

Quality Circle
Story
QC STORY #1
Controllable by the circle means:

The process is fully owned by the circle

members themselves

The boundaries of the process are

within the circles responsibility

Circle members are the one performing

the activities within the process

Quality Circle
Story
QC STORY #1
D. Verify existence of the
problems

Prove the existence of each problem

Do initial data gathering

Have updated data

Apply No data, no project policy

Quality Circle
Story
QC STORY #1
E. Classify problems according to its
significance

Significant; or

Simple concern
Based on the initial data gathered,
decide whether the problem is:

Quality Circle
Story
QC STORY #1
Simple concerns are:

5S-related issues

Problems with obvious or ready solution

The extent of the problem is relatively

small against its target performance

Quality Circle
Story
QC STORY #1
Table 1 Problem Classification
Problems Controllability Initial Data
Collected
Significance Action Taken
1. Difficulty in locating
files
2. Frequent breakdown
computer units
3. Delay of petty cash
release
4. The activities in the
project do not start on
time
5. Compressor oil is
leaking

Quality Circle
Story
QC STORY #1
F. Endorse list of problems to
Management for
acceptance

Top-down. Bottom-up approach

This avoids Management projects

Management may add their own concerns

Quality Circle
Story
QC STORY #1
G. Prioritize problems through data-
based
consensus

As much as possible use prioritization tool

Use data in coming up with consensus

decision

Avoid simple voting or election

QC Tools and
Techniques
A method used to generate a
large number of ideas from a
group of people in a short
period of time, w/o judgement
or restriction.

QC Tools and
Techniques
USES OF BRAINSTORMING:
1. Problem identification
2. Identifying causes of a
problem
3. Generation of alternative
solutions
4. Objective setting
5. Future planning

QC Tools and
Techniques
BRAINSTORMING
RULES AND PRINCIPLES
1. State a specific topic
2. Ask members for ideas one at a time(in
rotation)
3. One idea per member
4. Say Pass when a member has no idea for the
moment
5. Criticism is not allowed
6. Free-wheeling is welcome

QC Tools and
Techniques
BRAINSTORMING
RULES AND PRINCIPLES
7. Hitch-hiking is allowed
8. Make sure all members
contribute idea
9. Record all ideas
10. Make sure that all ideas are clearly
seen
11. Process the ideas for elimination duplication and
clarification

QC Tools and Techniques
0
10
20
30
40
50 N
o
.

o
f

D
e
f
e
c
t
s
A B C D E
Type of Defects
GLASS DEFECTS
+
Shows the differences among
classifications
+
Compares relative magnitude of the
different factors

QC Tools and Techniques
Steps In Making a Bar
Graph
1. Determine the ranges of vertical and horizontal
axes
2. Determine the number of bars
3. Arrange the order of data( ascending or
descending)
4. Draw the vertical and horizontal axes
5. Draw the bars
6. Put all necessary labels including standards

QC Tools and Techniques
PARTS OF A BAR
GRAPH
Units
Vertical axis
30
25
20
15
10
5
count
numeric
al values
on scale
numerical units
scale marker
A B C D E
Classification
Items
horizontal
axis
bar
Interval
between
bars
0

QC Tools and Techniques
Rules in Making a Bar
Graph
1. Bars should be arranged in
descending or
ascending order
2. Base units and scale lines should
be clearly
distinguished

QC Tools and Techniques
42%
35%
23%
A
B
C
+
Shows the ratio of different
classifications
+
Indicates proportion of parts against
the totality of parts

QC Tools and Techniques
Steps In Making a Pie
Chart
1. Arrange the data in highest to
lowest order
2. Determine the percentage of each
category
3. Convert the percent values into
degrees of
angle
4. Draw the pie chart with the
corresponding
value its segments
5. Put all necessary labels

Quality Circle
Story
Step # 2: Understanding the
Present System
QC STORY #2
Objective:
To clearly specify the magnitude of
the problem
Output:
Final Problem Statement and
Objective Statement

Quality Circle
Story
Step # 2: Understanding the
Present System
QC STORY #2
Activiti
es:
a. Review the current system and
standard
b. Agree on the scope of the
problem
c. Validate existence of the
problem
d. Finalize the problem statement
e. Formulate objective statement

Quality Circle
Story
QC STORY #2
A. Review the current system
and standard

Establish area of
concern

Use Flow Chart in discussing the

steps

Use 5W + 2H, Stratification and

other tools and techniques
whenever necessary

Explain all terminology being used

Quality Circle
Story
QC STORY #2
B. Agree on the scope of the
problem

Based on the answer to 5W + 2H

Take note of the input and

output of the process under
study

Quality Circle
Story
QC STORY #2
C. Validate the existence of the
problem

Identify the data needed

Specify assignment of members and set

deadlines

Agree on the method to use for collecting

data

Summarize data using QC Tools

Interpret and explain information well

and brief

Quality Circle
Story
QC STORY #2
D. Finalize the Problem
Statement
EFFECTIVE PROBLEM
STATEMENT
Summarizes the
project
Indicates complete information
about the project
Contains the
following:
WHAT
WHERE
EXTENT
WHEN

Quality Circle
Story
QC STORY #2
Sample of Different Problem
Statements

Frequent breakdown of
computers

Completion projects are delayed

for an average of 45 days.

Project A overshoots target number

of repairs for hauling equipment by
an average of 50% from October
1997 to July 1998.

Quality Circle
Story
QC STORY #2
E. Formulate the Objective
Statement
EFFECTIVE OBJECTIVE
STATEMENT
S
M
A
C
T
Specifi
c
Measurable
Attainable
Challenging
Time - bounded

Quality Circle
Story
QC STORY #2
Sample of Different Objective
Statements

Eliminate delay in Line B

Significantly reduce breakdown

occurrence from an average of 90 to
20 per month

To bring down rework in body

painting section from 30% to 5% by
December 1998.

QC Tools and Techniques
FLOW CHART
Represents the events that
occur in a particular series
of actions or operations.
It illustrates the
interdependence of its
various components.

QC Tools and Techniques
Flow Chart
Symbols
Start/En
d
Flow lines
Activity
Activity/Decision
Connecto
r
A
File/Store
Branch Point
Document copies

QC Tools and Techniques
A form used to collect
data for analysis. It is
a preprinted material
to facilitate easy
recording of
observations.

QC Tools and Techniques
B. Data
Characterization
Accounting Petty Cash Replenishment
Monitoring
No. of days
Month 1Month 2Month 3 Total
1 3
I
I 2
4 6
I
III II 6
7 9
IIIII
II IIII 11
10 12
IIIII II
IIII III 14
13 15
IIIII III
IIIII III IIIII 21
16 18
IIIII IIII
IIIII II IIIII II 23
19 and up
IIIII IIIII
IIIII III IIIII 23
Total
41 32 27 100

QC Tools and Techniques
These are pictorial
presentation techniques.
It facilitates appreciation
and quick understanding
of the quantitative data.

QC Tools and Techniques
Different Kinds of Graphs
and Charts
1. Bar Graph
2. Pie Chart
3. Line Graph
4. Pareto Chart
5. Gantt Chart

QC Tools and Techniques
+
Displays the changes in condition
of any numeric quantity
+
Show trends in a given period of
time

Steps In Making a Line
Graph
QC Tools and
Techniques
1. Determine the horizontal and vertical
ranges
2. Set scales
3. Draw the horizontal and vertical
axes
4. Put labels on both axes
5. Plot each data point
6. Connect the data points
7. Complete the necessary labels including
the standard

QC Tools and
Techniques
PARTS OF A LINE
GRAPH
Units
Vertical axis
30
25
20
15
10
5
Vertical
Axis Item
Numeric
al Values
on Scale
Numerical Units
Scale
Marker
J J A S O
Horizontal Axis Item
Horizontal Axis
Section Line
0
N

Section
Number
Line

QC Tools and
Techniques
PARTS OF A PARETO
CHART
Units
120
100
80
60
40
20
0
Vertical axis
C
o
u
n
t
100
%
50%
A B
C
D
E
F
G
Horizontal axis
Cumulative
line
Bars
C
u
m
.
%

PARETO OF BANK CUSTOMER COMPLAINTS
CUSTOMER COMPLAINTS
3
9
.
5
6
9
.
1
8
2
.
9
9
2
.
8
9
6
.
7
1
0
0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
150
B A F E C D
0
10
20
30
40
50
60
70
80
90
100
C
u
m.
%
F
r
e
q
.
O
f
c
o
m
p
l
a
i
n
t
s

Steps In Making a
Pareto Chart
QC Tools and
Techniques
1. Gather data for each causal
factor
2. Arrange factors from highest to
lowest
3. Compute for the cumulative count
of each
factor
4. Determine the cumulative
percentage of each
factor

Steps In Making a
Pareto Chart
5. Construct all the axes (top, bottom,
left and
right)
QC Tools and
Techniques
6. Draw the bars for each factor
7. Draw the cumulative line to
represent the
cumulative percentage values

QC Tools and
Techniques
5W +
2H
WHAT
WHERE
WHEN
WHO
WHY
HOW MUCH
HOW

QC Tools and
Techniques
5W +2H in Identifying
Causes
What is the
problem?
Why is it a
problem?
Where did it
happen?
Why in that place?
When did it happen?
Why during this time?
Who is responsible?
Why this person?
How did it
happen?
How much did it
cost?

QC Tools and
Techniques
5W +2H in Identifying
solutions
What is the
solution?
Why should it be
done?
Where will it be
applied?
Why in that place?
When will it be applied?
Why during this time?
Who will be responsible?
How will it be
implemented?
Why that way?
How much will it
cost?

QC Tools and
Techniques
A tool that represents the
relationship between two
variables. It shoes what
happens to one
characteristic as the other
changes.

QC Tools and
Techniques
PARTS OF A SCATTER
DIAGRAM
Vertical Axis

Variable 2

Horizontal
Axis

Variable 1
Scale
Markers
Paired Data

Steps In Making a Scatter
Diagram
QC Tools and
Techniques
1. Select two variables (independent and
dependent data)
2. Gather large number of data
3. Draw the axes (x-independent, y-
dependent)
4. Complete the necessary labels
5. Plot the data points
6. Represent data points for analysis

QC Tools and
Techniques
Strong Positive
Correlation
Variable 2
Variable 1
Scatter Diagram
with

QC Tools and
Techniques
Weak Positive
Correlation

Variable 2

Variable 1
Scatter Diagram
with

QC Tools and
Techniques
Strong Negative
Correlation
Variable 1
Scatter Diagram
with

QC Tools and
Techniques
Weak Negative
Correlation
Variable 2
Variable 1
Scatter Diagram
with

QC Tools and
Techniques
No
Correlation
Variable 2
Variable 1
Scatter Diagram
with

QC Tools and
Techniques
A technique of grouping
the data into categories
by common
characteristics to
facilitate understanding of
a certain situation.

Quality Circle
Story
Step # 3: Analysis of the
Root Causes
Objective:
To identify true causes of the
problem
Output:
Real Causes of the problem and
Final Objective Statement
QC STORY #3

Quality Circle
Story
Step # 3: Analysis of the
Root Causes
Activiti
es:
a. Identify probable
causes
b. Validate probable
causes
c. Identify controllability of verified causes
d. Identify real causes of the problem
e. Set final objective statement
QC STORY #3

Quality Circle
Story
A. Identify probable causes of the
problem

Nominate probable causes of the

problem

Preferably, use Cause and Effect

Diagram

Sub-causes should reach to at least 5

th

why level

Relationship between causes and effects

must be clearly understood
QC STORY #3

Quality Circle
Story
B. Validate probable root-causes
Assign members to verify root-
causes
Discuss appropriate tools to use
Collect data for each root-cause
identified
QC STORY #3
Analyze the data using QC tools
Draw conclusion for each root-cause

Quality Circle
Story
C. Identify controllability of
the verified
root-causes
Classify each root-cause if it is within
control, beyond control or interface
QC STORY #3
Review boundaries of the process from QC
Story #2
Identify concern group or individual for
uncontrollable root-causes

Quality Circle
Story
D. Identify real causes of the
problem
Measure contribution of each real root-
cause
QC STORY #3
Discuss thoroughly the significant root-
causes
Conclusions should be:
Concise
Clearly understood by all members;
and
Direct

Quality Circle
Story
QC STORY #3
Validation for Root-Cause Isolation
Probable
Causes
Controllabilit
y
Validation
Method
Findings Remarks

Quality Circle
Story
E. Set final objective
statement
QC STORY #3
Re-state the objective
Controllability of real causes must be
considered in the objective
Set target performance based on the
circles capability
Follow the S-M-A-C-T rule, re-state the
objective.

QC Tools and
Techniques
CAUSE AND EFFECT DIAGRAM
A tool for organizing
and establishing the
relationship of the
causes of a problem

QC Tools and
Techniques
Proble
m
MAJOR CATEGORY
MAJOR CATEGORY MAJOR CATEGORY
MAJOR CATEGORY
Cause
Side
Backbo
ne
Small
Bone
B
i
g

B
o
n
e
Midbone
Tiny Bone
Effect
Side

QC Tools and
Techniques
Steps In Making a Cause and
Effect Diagram
1. State the main
problem
2. Identify major
categories
3. Brainstorm sub-causes per
category
4. Check for completeness of sub-
causes
5. Pinpoint all the root-causes
(endpoints)
6. Verify all root-causes
7. Identify true causes of the
problem

QC Tools and
Techniques
Some Pointers that Must Be
Considered When Using the
Cause and Effect Diagram
1. Always state the main problem first
2. Major categories must be decided by the
team
(whether tailored-fit or using 4Ms + 1E)
3. Use brainstorming
effectively
4. Concentrate on the what and not on the
who
5. Always aim for at least 5 levels of sub-causes
6. Stop identifying for more sub-causes if the
causes has
been considered already

QC Tools and
Techniques
Ailments of Cause and Effect
Diagram
1. Malnutrition
Proble
m

QC Tools and
Techniques
Ailments of Cause and Effect
Diagram
2. Unbalanced
Diet
Proble
m

QC Tools and
Techniques
Ailments of Cause and Effect
Diagram
3. Myopic
Proble
m

QC Tools and
Techniques
Ailments of Cause and Effect
Diagram
4. Mental Hiccups
Proble
m
OLD POWDER IN OLD POWDER IN
TANK TANK
MIST IN AIR INJECTOR MIST IN AIR INJECTOR
OF MAIN TANK OF MAIN TANK
VIBRATOR OF MAINTANK VIBRATOR OF MAINTANK
NOT FUNCTIONING NOT FUNCTIONING
MIST IN AIR MIST IN AIR
AGITATOR OF AGITATOR OF
SUBTANK SUBTANK
BULGING
BULGING
SEEN AT
SEEN AT
TRIBO GUN
TRIBO GUN
Problem with
mist separator
Problem w/ mist
separator
Problem on
air dryer
Defective
fan motor
Stuck bearing
Moist in
pressurized air
Problem in mist
separator
Low air
pressure
Compressor
machine trouble
Powder gets
in the bearing
Loose
screw plug
No regular
flushing
Usable life of powder
is not defined
GRANULES GRANULES
IN POWDER IN POWDER
1 1
2 2
3 3
Cause and Effect Analysis
Cause and Effect Analysis

Quality Circle
Story
Step # 4: Selection of Best Alternative
Solutions
Objective:
To eliminate real causes of the
problem
Output:
Solutions and Implementation Plan
QC STORY #4

Quality Circle
Story
Step # 4: Selection of Best Alternative
Solutions
Activities
a. Generate alternative solutions for each
real cause
QC STORY #4
b. Evaluate and select best alternative
solutions
c. Establish performance indicators
d. Identify details of the solutions

Quality Circle
Story
Step # 4: Selection of Best Alternative
Solutions
Activities
e. Draw an action plan
QC STORY #4
f. Anticipate potential problems that
may occur
g. Seek approval from management

Quality Circle
Story
QC STORY #4
A. Generate alternative
solutions for
each real cause
r
Give members enough time to look
for possible solutions
r
Allow members to source for other
solutions
outside the company if necessary
r
Seek experts advice
r
Identify recommendations for
uncontrollable real root-causes

Quality Circle
Story
QC STORY #4
B. Evaluate and select best
alternative solutions
r
Weigh advantages and
disadvantages
r
Measure effectiveness of alternative
solutions
r
Use Decision Analysis Techniques
r
Best alternative solution must
significantly reduce the root-cause it
is addressing

Quality Circle
Story
QC STORY #4
C. Establish Performance
Indicator
r
Set expectations for each solution
both tangible and intangible
r
Estimate date of accomplishment for
each solution
r
Assign responsibilities to members

Quality Circle
Story
QC STORY #4
D. Identify details of the
solutions
r
Discuss the required
process of implementation
r
All resources needed for
effective implementation
must be identified

Quality Circle
Story
QC STORY #4
Real
Causes
Solutions Time
Frame
Expected
Results
Person
Responsibl
e
Resource
s Needed
Solution Formulation

Quality Circle
Story
QC STORY #4
E. Draw an action plan
r
Identify all the activities to be
performed
r
Preferably, use Gantt Chart
r
Timeframe of project completion
must conform to the Objective

Quality Circle
Story
QC STORY #4
F. Anticipate potential
problems that may occur
r
Identify factors that may hinder
implementation
r
Always consider the needs of the
person in-charge
r
Draw preventive and contingency
plan
r
Use Potential Problem Analysis table

Quality Circle
Story
QC STORY #4
Potential Problem
Analysis
Potential Problems Preventive
Actions
Contingency
Actions
Target
Date
Person
Responsible

Quality Circle
Story
QC STORY #4
G. Seek approval from
Management
r
Management Presentation is an
effective way for seeking approval
r
Prepare for written and oral
management presentation
r
Management must be given an
ample time to review the project

Quality Circle
Story
Step # 5: Implementation
Objective:
To perform the activities
according to the plan
Output:
Measurements
QC STORY #5

Quality Circle
Story
Step # 5: Implementation
Activities
a. Start the implementation
QC STORY #5
b. Monitor progress of
implementation
c. Identify concerns
d. Initiate corrective actions

Quality Circle
Story
QC STORY #5
A. Start the implementation
r
Acquire all the resources needed to
implement proposed solutions
r
Inform all concern that will be affected
r
Agree on the methods of monitoring
and tools
To use for measuring results
r
Perform all the activities in the action
plan religiously

Quality Circle
Story
QC STORY #5
B. Monitor progress of
implementation
r
Consistently collect
data
r
Regularly analyze available
data
r
Update monitoring chart
regularly

Quality Circle
Story
QC STORY #5
C. Identifying concerns
r
Factors affecting implementation
must be brought up during circle
meetings
r
Find ways to address the difficulties
the circle is encountering
r
Be keen in spotting better ways of
implementing the proposed solution
r
Change the methods or tools
whenever necessary

Quality Circle
Story
QC STORY #5
D. Initiate corrective actions
r
Implement the corrective measure
that will be formulated for each
issue raised
r
Analyze whether there is a need to
go back to other QC Story steps
r
Continue gathering data

QC Tools and Techniques
A scheduling tool in a
matrix format. It clearly
depicts the activities
that needs to be
performed in a certain
period of time.

QC Tools and Techniques
Steps In Making a Gantt Chart
1. Identify all activities needed to perform and the
person responsible for each activity
2. Set the target date of completion of the
project
3. Draw the Gantt chart format
4. List down the activities and person
responsible in the Gantt chart
5. Plot the estimated duration of each activity
6. Complete all necessary labels
7. Plot the actual accomplishment for each
activity

AUG. 03
ACTIVITIES
PIC MAY JUNE JULY
1.
2.
3.

4.
5.
6.
7.
8.
PLAN
ACTUAL

Quality Circle
Story
Step # 6: Evaluation of Results
Objective:
To validate effectiveness of the
proposed solutions
Output:
Effective Solutions
QC STORY #6

Quality Circle
Story
Step # 6: Evaluation of Results
Activities
a. Summarize and compare data
from the set
target
QC STORY #6
b. Form conclusions

r
Tabulate all the data gathered during QC
Story #5
Quality Circle
Story
QC STORY #6
A. Summarize and compare data from the
set target
r
Compare results against the target
r
Identify tangible & intangible benefits
r
Summarize the difficulties and learning
the team had experienced

r
Clearly show the deviation of actual
results from the target
Quality Circle
Story
QC STORY #6
B. Form conclusions
r
Identify other things the circle will attain
from implementing the solutions

Quality Circle
Story
Step # 7: Standardization
QC STORY #7
Objective:
To ensure efficient integration of
the new procedure in companys
SOPs
Output:
New Standard Procedure and Target

Quality Circle
Story
Step # 7: Standardization
Activities
a. Identify areas where the solutions can be
applied
QC STORY #7
b. Prepare written docs and other details of the
new SOP
c. Present accomplishment to management
d. Disseminate the new SOP
e. Follow through to ensure proper
implementation of the new systems

Quality Circle
Story
QC STORY #7
A. Identify areas where solutions can be
applied
r
Examine in what areas the new systems
can also be implemented
r
Prepare a problem prevention and
contingency action plan
r
Welcome minimal adjustments of the
new systems to fit in other areas

Quality Circle
Story
QC STORY #7
B. Prepare written docs and other
details of the
new SOP
r
Create guidelines and manuals for
effective implementation
r
Clearly state the following:
r Date effective
r Coverage of
implementation
r Who to contact in case problem may arise
r New standards performance

Quality Circle
Story
QC STORY #7
C. Present accomplishment to
management for
standardization
r
Prepare for another written
or oral presentation also for
recognition
r
Seek approval for
implementation of the
project to other areas where
it is applicable

Quality Circle
Story
QC STORY #7
D. Disseminate the new SOP
r Emphasize the differences between the
previous and new system
r New performance standard must be
known by all concern
r Conduct on-the job training if necessary
r Reminder, a memorandum may not be
enough

Quality Circle
Story
QC STORY #7
E. Follow through to ensure proper
implementation
of the new systems
r Continuously monitor until the new
system is smoothly running
r Members must be keen to feedback and
questions

Quality Circle
Story
Step # 8: Self-Evaluation and Future
Planning
QC STORY #8
Objective:
To ensure circles existence and
enhancement of ability to solve
problems using QC Story with the
QC Tools and Techniques
Output:
New project to tackle and the circles
development plan

Quality Circle
Story
Step #8: Self-Evaluation and Future
Planning
Activities
a. Evaluate the circles performance
QC STORY #8
b. Develop a plan to improve the circle
c. Identify next project to tackle

Quality Circle
Story
A. Evaluate the circles
performance
QC STORY #8
r Examine all the discrepancy from what
was planned and accomplished
r Identify good and bad points in going thru
each QC story
r Assess circles skills in applying the QC
tools and techniques
r Consider other things that went well and
not

Quality Circle
Story
B. Develop a plan to improve
the circle
QC STORY #8
r Address all the weaknesses of the circle
r Find ways to build on things that went
well
r Identify the training that the circle needs

Quality Circle
Story
C. Identify next project to
tackle
QC STORY #8
r The circle may choose to tackle the next
in the priority list, or
r Nominate new problems apart from what
have been identified

QC Tools and
Techniques
Application of Tools and Techniques in
QC Story
Steps QC Story Tools and Techniques
1 Problem Identification Brainstorming, Bar Chart and Pie Chart
2 Understanding the
Present System
Flow Diagram, Check Sheet, Pareto Chart, Charts and
Graphs, Histogram, 5W+2H, Stratification
3 Identification of Root-
Causes
Cause and Effect, Charts and Graphs, Histogram Pareto
Chart, Brainstorming, 5W+2H, and Check Sheets
4 Selection of Best Alternative
Solutions
Brainstorming, Decision Analysis, 5W+2H, Potential
Problem Analysis, Gantt Chart and Management
Presentations
5 Implementation Gantt Chart, Graphs & Charts &Histogram
6 Evaluation of Results Pareto Chart, Charts & Graphs, and Histogram
7 Standardization
Written Procedures, Check Sheets, Flow Chart & Gantt Chart
8 Self-Evaluation and Future
Planning
Brainstorming, 5W+2H, and Gantt Chart

Management
Presentation

Written Reporting
Oral Reporting

Management
Presentation
Outline Commonly
Used For QC Written
Report
t
Introduction of
QC
t
Project abstract
t
Each QC Story
step
t
List of terminology used
t
Support documents (whenever
necessary)

Management
Presentation
Key Points in
Reporting

Workplace and what you do

Positions and other special things

Project Selection method

Summary of facts

Targets and how it was set

Conclusion for each QC Step

Management
Presentation
Key Points in
Reporting

Seriousness of problem

Summary of causes

Action plan summary

Role assignments

Alternative solutions

How causes and solutions were

selected

Management
Presentation
Key Points in
Reporting

Implementation program and

accomplishments

Estimated and actual benefits

Difficulties encountered

Standardization and its extent

Nearest plan in the future

Management
Presentation
What Makes a Written
Report Reader-
Unfriendly
Consists only of
text

List only results and does not explain the

process

Not interesting because it is not clear who

did what

Hard to follow because it uses big words

and difficult expressions

Management
Presentation
What Makes a Written
Report Reader-
Unfriendly
Has too many unexplained technical
terms

Explains proprietary technology as if it

were a technical report

Does not follow logically from one step

to the next

Tedious because of flat, non-accentuated

phrasing; and;

It uses small print or handwriting that s hard to

read

Management
Presentation
Customize for the Audience
R Use language that is easy to understand
R Do not forget the purpose of the
presentation
R Transparencies are effective tools
R Be consistent with the QC Story
R Prepare the text as it is to be delivered
R Make a presentation outline; and
R
Assume a speaking speed of 100 120 words per
minute

Management
Presentation
Pointers in Text
Preparation

Use easy to understand language

avoid special technical jargon, abbreviations, or

other unfamiliar terminology

If you absolutely must use technical jargon,

abbreviations, or other unfamiliar terminology,
be sure to explain it clearly

Management
Presentation
Pointers in Text
Preparation

Avoid long sentences. Keep

your sentences short and
simple. Use declarative
sentences. Use specific nouns
rather than pronouns.

Management
Presentation
Integrate the explanation,
transparencies and
written report.
It can be disastrous if these are not
coordinate and end up saying
different things or saying the same
thing at different times.

Management
Presentation
It is not difficult to be natural
when you are speaking to an
audience. However, there are
times that the quality circle
becomes stiff and rigid during
the oral presentation.

Management
Presentation
Two Main Causes of Being
Stiff and Rigid During the
Presentation are:

The member got stage fright; and

Somebody else wrote the

presentation

Management
Presentation
How Not to Get a Stage Fright

Become confident, you understand

the presentation

Practice the presentation and listen

to advice; and

Make a good start

Management
Presentation
Basics for Preparing Easy-To-
Understand Transparencies

Report content

One item per transparency

Eight lines or fewer per sheet, ten words o

fewer per line

Large, bold lettering; and

Charts and diagrams

Management
Presentation

Management
Presentation
Pointers During the Question and
Answer Portion
O Acknowledged question
O In a summary, repeat the question again, if
necessary
O Tell the name of the member answering the
question
O Answer the question straight to the point and
back up by data
O Get feedback if your answer has been
received clearly

Management
Presentation
Pointers During the Question and
Answer Portion
O Avoid interrupting the person answering the
question
O Avoid anecdotes
O Establish ways to determine who will answer the
question; and
O Be honest.