International Journal of Industrial

Engineering & Technology (IJIET)

ISSN(P):
2277-4769; ISSN(E): 2278-9456
1
Vol. 6, Issue 3, Oct 2016, 1-10
TJPRC Pvt. Ltd.

FLAVOUR OF QUALITY CIRCLE IN SMEs

KALYN SUR 1, ABHIJIT CHAKRABORTY2 & ABHISHEK KUMAR PRASAD3
1
2

Lecturer, Technique Polytechnic Institute, Dist-Hoogly, West Bengal, India

Principal, Technique Polytechnic Institute, Dist-Hoogly, West Bengal, India

Lecturer, Technique Polytechnic Institute, Dist-Hoogly, West Bengal, India

ABSTRACT
In todays competitive environment the very success and survival of any enterprise whether it is a small
manufacturing unit (SME) or large scale enterprise depends upon the achievement and maintenance of a satisfactory
level of quality, productivity, with the optimum use of the all the factors of production The little and medium Enterprises
has been assuming a critical part in the development procedure of Indian economy since autonomy, in spite of the fact
that there is a firm rivalry from the expansive area. Due to globalization, rivalry is extremely intense and huge players
have a solid grasp available as they are prosperous in every field whether it is cash, administration, hardware or strategies.
Presently SMEs need to rival these enormous players. It is a labour intensive industry but it is not using the modern
methods of management rather they are still having the old concept of management, quality method Quality Circle is
cutting edge administration idea intended to unite all level of workforce in an association for setting principles of
brilliance and accomplishing better results. Quality circle provides the employees at the base level to continue towards the
highly competitive and it becomes tougher every minute and this is particularly applicable in SMEs .In this research
paper a study has been made on the impact of quality circle techniques on the quality of the product while dealing with the
causes of the material losses related to man, machine, materials, methods in SME, at a manual foundry shop.
KEYWORDS: Kaizen, Process, Improvement, Quality & Analysis

Original Article

top level with chances to perform adequately and taking care of the everyday issue of the unit. Now the market place is

Received: Sep 08, 2016; Accepted: Sep 21, 2016; Published: Oct 07, 2016; Paper Id.: IJIETOCT20161

INTRODUCTION
In earlier times, during the post-world war the Indian workshop and industries were for the most part
rehearsing more established idea of framework to deal with the scientific procedures, as a result of following the
older concepts imprudently a boundary of question, independence and non-association of various levels of labor
and administration has been raised between the vital sections of the organization .For instance, during the post
second world war period Japan was worst hit by the above mentioned emergency and for that they had to wipe out
their poor image of quality, with the help of some quality management experts from America, namely, Dr Deming,
Dr. Juran. Now Dr Ishikawa of Mushashi Institute of Technology, Tokyo added a new dimension to this effect by
involving undertaking entertainer at the grass root level to work towards the quality improvement. He inspired the
workmen to take after quality control techniques in their shop floor by shaping little gatherings and looked for their
assistance in taking care of the everyday issue coming during the production of the employment. After all the
person who is actually doing the job knows the occupation best. This was the basic guideline educating the quality
circle. Various studies have been conducted on the implementation of quality circles in different organization and
the outcome was extremely promising. Study conducted by S K Dey, et al involving quality circles for a steady

www.tjprc.org

editor@tjprc.org

Kalyn Sur , Abhijit Chakraborty & Abhishek Kumar Prasad

reduction in chemical wastage proved to be extremely beneficial to confront these challenges and to survive for excellence;
the responsibility for item quality has gradually shifted from operator to foreman and then to inspector and later to quality
control section. Quality Circles is one of the quality control techniques which have been broadly utilised by the
organizations to accomplish good quality and adequacy among the clients.

LITERATURE REVIEW
Alexander (1981), the reason that a portion of the quality circles depicted in the previous studies were not
extremely fruitful which may have been because one or more of the requirements of quality circles were damaged.
The author lists these perquisites as a promise to individual building, trust, and commitment to quality, open
communication, strong administration, presistence, training and development, a focus on results, steady strategies and
methodologies, and shared responsibilities. A lack of management support was cited most often as a cause for the absence
for the accomplishment in quality circle programs. Atwater (1984), in their study of quality circles in the U.S. Navy, came
to a conclusion that "the way quality circles are actualised and administered is critical" if they are to have a positive effect
on the employees' state of mind. Rajesh Chaudhary (2012) this study is an attempt to focus on the impact of quality circle
towards employees and organization. It reveals that importance and perception of training with good leadership qualities
are the achievement of quality circle in any organization. This study reveals and suggests that the positive attitude will be
developed. It leads to general improvement in organizational culture as well as performance of employees.
Lawler and Mohrman (1987) to succeed QCs, it should be suitable and effective over the long term, group
participation should be institutionalized and considered a way of life. Attributes of work groups that promote
systemisation are commanded membership, decision-making authority, management involvement and support. Tortorich
(1981) also found that quality circles enhanced employee demeanours. In a study at Martin Marietta Aerospace, found that
participation in quality circles had a marked effect on such criteria as employee disposition towards their jobs, their
supervisors, and their co-workers. Wood R, Hull F (1983). For the successful implementation of a QC program, employees
have to be interested in the program and believe that their support and participation will benefit themselves as well as the
organization and members in the QCs must be well trained in group dynamic and critical thinking strategy \that are part of
the QC technology. Many researchers have observed the importance of QC pioneer in contributing towards the
accomplishment of the QC. According to Clark, unless QC pioneer has extremely good relations with other employees and
has natural initiative ability, the program is bound to come up short. In addition, poineer should be trained and made
educated before being assigned to lead a circle.
Process of Operation
A quality circle is a small team of volunteers (usually 3 to 12 employees) doing similar work. They meet
consistently under the leadership of their immediate supervisor, or someone chosen among the circle to distinguish, set
priorities, find causes and proposes solutions. These may concern quality, productivity, safety, job structure, process
stream, control mechanism, aesthetics of the work area and so forth.
According to Maurice Alston,
"Quality Circles are small groups of people doing similar work who, together with their supervisors volunteer to
meet for an hour a week to study and solve work related problems which affect them. Circle leaders and members are
trained in simple problem solving techniques which identify causes and develop solutions. At an appropriate time,
Impact Factor (JCC): 4.7204

Index Copernicus Value (ICV): 6.1

Flavour of Quality Circle In SMEs

presentations are made by the quality circles to the management who decide whether to accept, modify or decline the
proposals".
Quality Circle is a participative management system in which specialists make recommendations and
enhancement for the improvement of organisation.

Figure 1 Organisational Structure of Quality Circle

DEVELOPMENT OF QUALITY CIRCLE

The Process of Operation of Quality Circle
Formation of Quality Circle

Steering Committee

Manager (production)

Manager (Marketing.)

Manager (Purchase)

Co-Ordinator

Sr. Engineer (PPC)

QC Facilitator

Sr. Engineer (QC)

Circle Leader

Foreman (Production)

Circle Members

Technician Grad1 (Moulding Section)

Technician Grad2 (Pouring section)

Technician Grad1 (Fettling section}

Technician Grad1 (Pattern making section}

www.tjprc.org

editor@tjprc.org

Kalyn Sur , Abhijit Chakraborty & Abhishek Kumar Prasad

Problem Identification
The Circle Members identify a number of problems that need to be solved.
Problem Selection
Basic Problem Solving Techniques
The following techniques are generally used to solve the problem in the quality circle

Brain Storming

Pareto Diagram

Cause and Effect Analysis/Fishbone Diagram

Data Collection

Data Analysis
Select the Appropriate Solution
Prepare Plan of Action
Present Solution to Management
Implementations of Solutions

CASE STUDY
A SME selected for this study that is a small manual foundry of automotive manufacturing with around 70
employees. There are varieties of problems (mould shifting, crushing, shrinkage ,porosity, flashes, surface finish, buckling
and cold shut-Mis-run are the most important defects observed) related to product quality and productivity due to varying
degrees of abnormality and inefficiency. The number of occurrence of these defects is mould shifting 39 nos, crush 13
nos., shrinkage 4nos.,cold shut/Mis run 3nos., surface finish 56 nos., buckling 4.66%, porosity 26 nos. fins/ flashes
189.The defects are due to improper mould making process, improper sand preparation process and improper pouring
process.

ANALYSIS
Metal casting is one of the direct methods of manufacturing the desired geometry of the component. Casting or
the process of foundry is very proficient and viable manufacturing process, which can transform raw material into discrete
output. The rule of manufacturing of casting involves creating a cavity inside a sand mould and then pouring molten metal
directly into mould pit. Casting is very versatile process being used for number of engineering utilisation in todays world.
An automotive component is common and popular utilisation of metal casting. There are number of strategies required for
production of metal casting like manual and automatic. In India manual casting generation strategy is most common in
number of foundries. The activities involved in casting process are, Pattern making for creation of mould box, Core
making for insertion in mould assembly, fitting of pattern, gating system and sand for mould preparation, evacuate and
arrange mould and set for pouring, fill the mould pit with molten metal, allow it to solidify and at last, expel the cooled
desired casting. These activities are normally utilised due to simplicity in process, economic to operate and simpler to
deliver small size castings .In this work manual metal casting operations of an automotive component producing foundry
Impact Factor (JCC): 4.7204

Index Copernicus Value (ICV): 6.1

Flavour of Quality Circle In SMEs

are investigated where components of various size and shape are produced. In this study imperfections of casting processes
are known which directly influencing dismissal level of organization and diminshes efficiency and quality level of
industry. The defects need to diagnose perfectly hence Pareto chart and Cause and Effect Diagram have been used to
identify and classify the reasons that are responsible for faulty casting production and lower productivity of organization.

OVERVIEW OF PRODUCTION LINE

An automotive components like Engine flange, Cylinder head cover, Bearing Housing, Flange for Inlet, Housing
for Crank Shaft, Trance Case Cover, Pipe for Turbocharger, Inlet Hose, Pillow Block, Base Plate and Housing and so forth
are produced in foundry which is studied. Every components are manufactured in this foundry with manual operations of
sand preparation, mould making, melting, pouring and shakeout. Along these lines, all the process details are clarified
underneath with process flow details with sequence of operations occurred in foundry industry. Although, the metal casting
producing plants are jobbing or production type, the essential operations are never going to change for any segment of
metal casting. Subsequently this is absolutely labour dependant organization. The foundry industry has assortment of
operations which are performed for production of required size and shape of metal casting with following process sequence
as shown

(-- - - - Remedial steps)

Figure 2: Process Flow Diagram

www.tjprc.org

editor@tjprc.org

Kalyn Sur , Abhijit Chakraborty & Abhishek Kumar Prasad

PROBLEM IDENTIFICATION
The Circle members identifying the major problems i.e. fins/ flashes 189nos, mould shifting 100 nos, and
buckling 56 nos. So brain storming session was done only on major problems.

BRAINSTORMING SESSION
After brain storming session the following causes have been raised.

CAUSES FOR FLASH/FINS

Improper box fitting and closing.
Proper pouring temperature
Proper training is required
Improper placing of cores.
Improper gating design
Improper cope and drag
Loose pins and box
Improper alignment of boxes
Improper clamping of boxes

CAUSES FOR FUSION

Lack of refractoriness in the sand.
Faulty gating.
Too high pouring temperature of the metal.
Poor facing sand
Uncontrolled composition of material
Improper ramming
Improper mixing of sand.
Proper training of technician

CAUSES FOR BLOW HOLES

Moisture content in the moulding sand.
Insufficient cores baking.
Chills Chaplets should be clean and rust free.
Organic binders should be used.

Impact Factor (JCC): 4.7204

Index Copernicus Value (ICV): 6.1

Flavour of Quality Circle In SMEs

Cores should be properly vented.

Mould should be properly vented.
Improper ramming.
Materials impurities
Improper placing of gates and risers

.
Figure 3: Cause and Effect Diagram of Flash / Fins

Figure 4: Cause and Effect Diagram of Fusion

www.tjprc.org

editor@tjprc.org

Kalyn Sur , Abhijit Chakraborty & Abhishek Kumar Prasad

Figure 5: Cause and Effect Diagram of Blow Holes

Table 1: Number of Jobs Rejection in a Month
Defects
Fins/flash
Crush
Shrinkages
Cold Shuts
Surface Finish
Fusion
Porosity
Mould Shifting
Sand Spot
Displaced Cores
Total

Job Rejection
189
13
4
3
56
100
26
39
6
2
438

Rejection was shorted out from highest to lowest frequencies and the relative frequency for each was determined.
Next cumulative relative frequency was found out.
Table 2: Sorted Rejection and Cumulative Relative Frequency
Defects
Fins/flash
Fusion
Surface finish
Mould shifting
Porosity
Crush
Sand spots
Shrinkages
Cold shuts
Displaced cores
Total

Frequency
189
100
56
39
26
13
6
4
3
2
438

Relative Frequency (%)

43
23
13
9
6
3
1.3
0.9
0.6
0.4
100

Cum. Rel. Frequency (%)

43
66
79
88
94
97
98.3
99.2
99.8
100.2

From table Pareto chart was drawn. The left vertical axis indicates the number of each type of rejection. The right
axis indicates cumulative frequency.
Impact Factor (JCC): 4.7204

Index Copernicus Value (ICV): 6.1

Flavour of Quality Circle In SMEs

PARETO DIAGRAM
Pareto Analysis is conducted for proof of real deformities those are contributing in significant dismissal
percentage. Pareto gives right recognizable proof consequently it is conducted. Pareto shows all deformities and their
related percentage. So according to Pareto fins and flashes are real deformities and other contributing to it. It was important
to discover genuine reasons behind the imperfections with utilisation of Cause and Effect Diagram for analysis purpose.
All cause and effect diagrams of every deformative is shown below

Figure 6: Pareto Diagram

REMEDIES TO CAUSES AND EFFECTS

So by identifying and analysing cause and effect diagram above remedies are suggested for operations. But the
analysis generally relies on upon experience and practice. All these defect are due to manual operations of metal casting.
These defects results loss of productivity and profit to organization. Following some remedial issues are suggested for
minimization of these losses.

Change operating system from manual to automatic.

Change hardness of mould box; install Air blasting rammers or automatic rammers for ramming of sand in mould
box.

Legitimate bracing of mould box on mould machine or utilise automatic mould box production machine.

Use appropriate sand adequate green compressive quality and other mixing properties; it is possible with
automatic mulling machines.

For smooth and in time pouring replace manual hand ladles with automatic monorail system. Additionally
maintain pouring temperature1418 to 1432c than existing 1450 to 1470c.

Change manual shakeout to vibrating shakeout system.

www.tjprc.org

editor@tjprc.org

10

Kalyn Sur , Abhijit Chakraborty & Abhishek Kumar Prasad

For the refinement of analysis proper training was suggested.

CONCLUSIONS
The observations achieved after implementation of quality circle are the minimisation of rejection level as a result
heavy monetary gain was obtained. Introducing of quality circle improves in many ways which not directly influenced the
productivity but indirectly helps the organisation to stand rigidly in present competitive scenario of globalisation. It helps
to improve interpersonal relationship, a good team work, morale, self confidence among work men which in turn helps
them to solve more complex type of problems related to production.
REFERENCES
1.

Alexander, C. Philip. (1981).Learning from The Japanese Personnel Journal, 60,pp 616-619

2.

Atwater, Leanne, and Sander, Stephen. (1984), Quality circles in navy organizations: An evaluation. (Technical Report No.
NPRDC TR 8453). San Diego, CA: Navy Personnel Research and Development Centre (AD-A146613

3.

Clark D M, Have quality circles been good for operations? ABA Banking J, 77 (1985) 100-101

4.

Lawler, E. E., S. A. Mohrman. (1987) . Quality circles: After the honeymoon. Organ. Dynam.15 pp 42 55.

5.

Rajesh Chaudhary, Lalit Yadav (2012) Impact of Quality Circle Towards Employees & Organization a case study IOSR
Journal of Engineering (IOSRJEN) e-ISSN: 2250 -3021, p-ISSN: 2278-8719, www.iosrjen.org Volume 2, Issue 10
(October 2012), pp 23-29

6.

Tortorich, R., Thompson, P., Orfan, C., Layfield, D. Dreyfus, C., and Kelly, M.(1981). Measuring organizational impact of
quality circles. The Quality Circles Journal, 4, pp 24-34

7.

Wood R, Hull Fand AzumiK, Evaluating (1983) quality circles: The American application, California manage Rev,26(1983)
pp 37-53

Impact Factor (JCC): 4.7204

Index Copernicus Value (ICV): 6.1