Journal of Engineering Research and Studies E-ISSN 0976-7916

Review Article
QUALITY CIRCLE IMPLEMENTATION FOR MAINTENANCE MANAGEMENT IN
PETROCHEMICAL INDUSTRY
N.K.K.Prasanna1, Tushar. N. Desai2
Address for Correspondence
1
Sr.Vice-President,Reliance Industries Ltd., Hazira, Surat 394 510
2
Dept. of Mechanical Engineering, SVNIT, Surat
Email:NKK.Prasanna@ril.com
ABSTRACT
This paper deals with various aspects of Quality Circle and how improvements can be made by adopting practices of Quality Circle in
petrochemical industries. The paper also presents a comparative discussion of various features of Quality Circle, Quality Improvement Group
and Work Group/Project Team. The paper describes a case study of QC concept in a petrochemical industry which illustrates the
effectiveness of QC approach.
KEYWORDS Quality Circle, Petrochemical Industry, Quality Improvement Group, Work Group/Project Teams, Centrifuge,
Maintenance Management, Deming Wheel, Fishbone Diagram, Pareto Chart, Activity Flow Diagram
1. INTRODUCTION
Maintenance is undertaken to preserve the proper
functioning of a physical system so that it will continue to
do what it was designated to do. Its function and
performance characteristics not only take account of output,
unit cost and effectiveness of using energy, but also such
factors as end product quality, process control, comfort
enhancement and protection of the employed personnel,
compliance with environment protection regulations,
structural integrity and even physical appearance of the
productive system. Maintenance is often wrongly regarded
as a cost centre, since the costs are visible, while the
benefits are difficult to estimate.
2. DEFINITION
Quality Circle is a small group of 6 to 12 employees doing
similar work who voluntarily meet together on a regular
basis to identify improvements in their respective work
areas.
3. PHILOSOPHY Fig. 1: Organizational Structure of Quality Circle
Quality Circle is a people building philosophy, which
7. LAUNCHING QUALITY CIRCLES
provides self motivation and improves work environment. It
The launching of Quality Circles involves the following
represents a philosophy of managing people specially those
steps:
at the grass root level.
Expose middle level executives to the concept.
4. CONCEPT
Explain the concept to the employees and invite
The concept of Quality Circle is primarily based upon
them to volunteer as members of Quality Circles.
recognition of value of the worker as a human being, as
Nominate senior officers as facilitators.
someone who willingly put efforts to improve the job, his
wisdom, intelligence, experience, attitude and feelings. Form a steering committee.
5. OBJECTIVE Arrange trainings
The objectives of Quality Circles are multi-faced - Change A meeting should be fixed preferably one hour a
in attitude; self development; development of team spirit, week for the Quality Circle to meet.
improvement in organizational culture. Formally inaugurate the circle.
6. ORGANISATIONAL STRUCTURE Arrange necessary facilities for the Quality Circle
The basic structure of a Quality Circle is depicted in fig. 1. meeting and its operation.
8. TRAINING
Appropriate training for different sections of employees
needs to be imparted.
9. PROCESS OF OPERATION

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Fig. 2 exhibits the operation of quality circles: 1. Problem to be identified, analyzed and solved.
2. Solutions to be implemented in due time.
3. Monitoring to be carried out.
4. Higher management to encourage QCs to innovate
problem solving methods.
12. BASIC PROBLEM SOLVING TECHNIQUES
The following techniques are most commonly used to
analyze and solve work related problems.
1. Brain storming.
2. Pareto Diagrams.
3. Ishikawa diagram(Fishbone diagram).
4. Cause & Effect Analysis.
5. Data Collection.
6. Data Analysis.
The tools used for data analysis are:
1. Tables.
2. Bar Charts.
3. Histograms.
4. Circle graphs.
5. Line graphs.
6. Scattergrams.
7. Control Charts.
13. CAUSES FOR FAILURE OF QC
Some of the common causes for failure are:
1. Low morale of employees due to autocratic
management and lack of trust.
2. Lack of training.
3. Incompetent leadership.
4. Lack of management support.
Quality circle concept succeeded in Japan, South Korea and
a few other Asian countries, but it was a different kind of
experience in Europe and USA. In Europe and USA, it
became very popular from middle of 70s to middle of 80s,
Fig2: Operation of Quality Circle
and subsequently, started its journey of declining from there
10. CHARACTERS OF QC
onwards. The reasons can be attributed to:
1. Circle membership: It is more or less
In Japan, it was mainly considered as a development
homogeneous group of people usually from the
process of grass-root employees, and organizational
same work areas. However, whenever required
improvement was given secondary importance, whereas
experts may be invited for guidance or advice.
in Europe and USA, the focus was given to
2. Circle size: Usually a group of 6 to 12 members
organizational improvement and no proper attention
seems quite effective; however, it depends upon
was paid to improvement of people.
the people employed in a particular section.
Work associated to QC is totally carried out as an
3. Voluntary participation: The main objective of
internal process in Japan, whereas in Europe and USA,
QC is attendance and participation in meetings
it was left to the external consulting agency.
voluntarily without any compulsion.
In India too, these reasons are equally valid and
4. QC meetings: An hours duration is usually quite
applicable.
adequate for a meeting. Whatever may be the
frequency, regular meetings should be ensured. 14. COMPARISON AMONG QUALITY CIRCLE,
QUALITY IMPROVEMENT GROUP AND
5. Autonomy: An important ingredient of a QC is the
sense of autonomy experienced by its members. WORK GROUP/PROJECT TEAM
Table 1 presents the comparison among Quality Circle,
11. PHASES IN QC DEVELOPMENT
Quality Improvement Group and Work Group/Project
Once a QC is formed, it has to pass through the following
Team:
distinct phases of development:

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Table 1: Comparison among Quality Circle, Quality Improvement Group and Work Group/Project Team
Feature/Criteria Quality Circle Quality Improvement Group Work Group/Project Teams
Orientation Performance-oriented Problem-oriented Problem/project-oriented
Decided by management, specific
Time-frame Decided by circle members Decided by management
duration is assigned
Nature of group Homogeneous Homogeneous Heterogeneous
Communication Bottom to top Top to bottom Top to bottom
Usually restricted to work and
Depends on objectives given by
Scope mostly to low intellect Machine/process specific
senior management
problems
Predetermined by nature of
Expertise required Practical and limited Work or project dependent
quality problem
Traditional and technically Project dependent but mostly
Technical approach Innovative and experimental
established traditional and established
Dependence on
Independent Partially dependent Part of management function
management function
Size of group Small, usually 7-9 Small, usually less than 7 Varies, project/work-dependent
By consensus followed by By leader, no presentation is By leader/in charge, presentation is
Decisions
presentation before executives needed situation-dependent
Formal training is a must, Discipline specific training/work As such, no specific training is
Formal Training
which must be systematic experience required
15. QC SUCCESS STORY IN INDIA Fig. 3 exhibits the detailed diagram of the centrifuge:
QC took birth in India in 1982 and some of the industries to
launch QC first were Bharat Electronics Limited, Bangalore
and Bharat Heavy Electricals Limited, Trichy. However,
with the progress of time, QC achieved success in a number
of industries in India. To name a few are TATA, TELCO,
Reliance Industries Limited, Kirloskar Brothers Limited and
so.
16. CASE STUDY OF QUALITY CIRCLE
In a powder plant, consumption pattern of grease in
centrifuges was not uniform. To optimize the grease
consumption, a quality circle was formed and root-cause of
the non-uniform grease consumption was identified, and
recommendations were implemented to optimize the
consumption.
Name of the organization: XYZ Industry.
Number of circle: 01. Fig. 3: Centrifuge Diagram
Section: Powder Plant. Greasing Components:
Number of meetings held: 24 (in 2 years). Special purpose process compatible, FS-1292
Members: 8. MOLYCOTE GREASE.
Date of Inception: Feb. 25, 2007. Pneumatic Grease Gun.
Objective: Optimization of grease consumption in Activity Flow Diagram before QC Implementation:
centrifuges (Pressure and Atmospheric). Activity flow diagrams are graphical representations of
Centrifuge: In the powder plant, the centrifuges separate workflows of stepwise activities and actions with support
water from slurry of powder. The plant, under consideration, for choice, iteration and concurrency. An activity flow
has two centrifuges-pressure centrifuge, operating at 4 bar
diagram shows the overall flow of control. Fig. 4 exhibits
pressure; and atmospheric centrifuge, operating at
the activity flow diagram for greasing before
atmospheric pressure.
implementation of QC:

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Fig. 4: Activity flow diagram

Deming Wheel:
Deming wheel is an iterative four-step problem solving process. It is also known as PDCA (plan-do-check-act) cycle. Fig. 5
exhibits the Deming wheel:

RM
NSTO BRA
BRAI OR INS
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RRRE D I
RECU ENTION DIA FLOW NG
V
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OR AND ATIO

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3 ANALYSE DID QC
CHECK DO
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Fig. 5: Deming wheel

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4 W and 1 H:
4W and 1H represent What, When, Where, Who and How regarding the problem being discussed. Fig. 6 exhibits the 4W and 1H:

W H A T
EX CESS
G R EA SE
C O N S U M P T IO N

W H EN W H ERE
C E N T R IF U G E
O /H ,S /D ,P .M .

H O W
D U E
TO
V A R IA T IO N
IN A C T U A L W H O
U N A W A R EN ESS
&
LEA K A G ES

Fig. 6: 4W & 1H
Data collection of grease consumption:
Table 2 presents grease consumption (in kg) in eight no. of centrifuges (two no. of powder plants):

Table 2: Grease Consumption

Year 2005 2006 2007 2008 2009 2010
Centrifuge FL EX FI FL EX FI FL EX FI FL EX FI FL EX FI FL EX FI
M1-1411A 10 2 2 9 2 2 8 2 2 7 3 1 6 4 2 4 1
M1-1411B 10 2 2 9 2 2 8 2 2 7 3 2 6 3 1 4 1
M1-1421A 10 2 3 9 2 3 8 3 3 7 3 2 6 3 2 4 1
M1-1421B 10 2 2 9 2 2 8 3 1 7 3 1 6 4 2 4 1
M2-1411A 10 2 3 9 2 2 8 2 2 7 3 1 6 3 2 4 1
M2-1411B 10 2 2 9 2 2 8 3 2 7 3 2 6 3 1 4 3 2
M2-1421A 10 2 3 9 2 2 8 2 2 7 3 1 6 4 1 4 1
M2-1421B 10 2 2 9 2 3 8 3 2 7 3 1 6 4 1 4 1
FL- Flush Shutdown, FX- Extra, FI- Failure
Table 3 presents grease consumption in centrifuges during flush shutdown, extra greasing and greasing after failure:
Table 3: Grease consumption during FL, FX and FI
Grease Consumption(kg)
Pressure Centrifuge Atmospheric Centrifuge
Flush Shutdown 10 8
Extra 10 8
Failure 20 20
Observations: 5. During seal failure, greasing frequency was
QC members collected data for last four years & found increased.
certain observations: 6. Amount of grease discharged by grease gun was
1. Irregular availability of machines for greasing. not known.
2. The amount of grease could not be identified. Brain storming for possible cause identification: After
3. Failures of trunion seal o rings. brainstorming, following causes identified are:
4. No grease found from outlet of trunion bearing at 1. Improper method of greasing.
gear end side. 2. Failure of mechanical seal.
3. Unavailability of m/c for regular greasing.

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4. No proper planning for greasing. Fishbone diagram is a diagram that shows causes of a
5. Over greasing. certain event. Each cause or reason for imperfection is a
6. Lack of knowledge. cause of variation. Causes are usually grouped into major
7. Improper grease gun. categories to identify these sources of variation. The
8. Amount of grease not known. categories typically include: Man, Material, Method and
9. Poor grease quality. Machine. Fig. 7 exhibits fishbone diagram for the
10. Grease passed away to non utilized cavity. problem concerned.
11. Grease leaked out from connector tubing.
Fishbone Diagram:

MAN MATERIAL

Improper greasing
Improper grease gun
Overgreasing
Poor grease quality

Lack of knowledge
EXCESS GREASE Leakage of grease from tubings
CONSUMPTION IN
CENTRIFUGE
Improper greasing point
Improper greasing method
Mechanical seal failure

Unavailibility of
machine for No proper planning for greasing
Greasing Online greasing problem

MACHINE METHOD

Fig. 7: Fishbone diagram

Average grease consumption from year 2005 to year Pareto Chart:

2009: Fig. 9 exhibits Pareto chart:
Table 3 presents average grease consumption from year 100%
1000 FLUSH S/D
2005-2009:
900 FLUSH S/D
Table 3: Average grease consumption 80%
FLUSH S/D
GREASE CONSUMPTIONIN Kg

800
Sr. Grease Consumption %
700 FLUSH S/D
No. Consumption in kg Consumption 60%
EFFECT

600
During Flush
1 430 44 500 44
S/D 40%
Due to 400 33
2 320 33
Re-gressing 300 20
20%
200
3 Due to Failure 200 20
100 3

Leak of
4 10 3 0
Tubings CAUSES
Total 960 100 Fig. 9: Pareto chart

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Why-Why technique:
Why-Why technique is a question-asking method used to START

explore the possible cause and effect of a particular

problem. The technique was applied to man, material,
FILL THE GREASE
method and machine as follows: GUN
Man
1. Over greasing.
CONNECT TO
2. Lack of knowledge. BEARING OR
SEAL INLET
3. Improper greasing.
Material
1. Grease gun not proper. APPLY GREASE
2. Improper grease quality.
3. Leakage of grease tubing.
Method NO
GREASE NO APPLY GREASE-
1. Improper method of greasing. FOUND AT TO BEARING: 5 min
OUTLET TO SEAL: 1 min
2. Amount of re-greasing not taken.
3. Unpredictable greasing schedule. YES

4. Machine available for greasing only in flush GREASE

CHECK GREASE
FOUND AT
shutdown. QUALITY
OUTLET
Machine
1. Grease leak to spline shaft cavity. YES GREASING
2. Failure of mechanical seal. COMPLETED

3. Improper greasing point.

4. Greasing not possible in running condition. Fig. 10: Flow diagram after implementation
Brain storming for possible solutions: Observations after implementation:
Brain storming was carried out to find out possible solutions Grease consumption is reduced to 5 kg from 8 kg
of this problem. Following were the possible solutions: in atmospheric centrifuge.
1. To develop proper greasing method. Grease consumption is reduced to 8 kg from 10 kg
2. To develop proper greasing schedule as per vendor in pressure centrifuge.
recommendation. No abnormalities are observed in any of the
3. Grease leak to be eliminated from trunion seal O machines.
rings. After implementation:
4. To review design of trunion seals. Greasing time is reduced.
5. Grease quantity to be decided. Down time is decreased.
6. Inlet and outlet to be plugged after greasing. Quality of grease is improved in removed
7. Grease gun tubing leak to be arrested. centrifuge.
Actions Taken: Tangible benefits:
Schedule for greasing is prepared. Grease saved:
Required quantity of grease is identified in each Pressure centrifuge-2 kg per machine.
bearing and seal. Atmospheric centrifuge-3 kg per machine.
Quantity of grease to be delivered is identified by 5 Scheduled greasing + 2 extra re-greasing,
pneumatic grease gun in gm/min, which was found Total 104 kg Grease saved in one year.
to be 500gm/min. Grease price / kg = Rs. 9000,
Training imparted to all technicians. Total Saving = Rs. 936000.
Leak-proof greasing connection was made to Intangible Benefits:
prevent leakage. Housekeeping is improved due to less spillage.
Flow diagram after implementation: Easy safe working condition for maintenance &
Fig. 10 exhibits flow diagram for greasing after operation.
implementation of QC:

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Improvement in inter-departmental relations.

Boosting-up self confidence.
Knowledge-gain.
Team building.
Development of cost consciousness among
employees.
Enhancement in employees morale and team
spirit.
RESULTS AND DISCUSSIONS:
Implementation of Quality Circle led to identification of
excessive grease consumption in the centrifuges due to
reasons attributed to deficiency in man, material, method
and machine. Each deficiency was handled separately and
corrective measures are implemented to optimize the grease
consumption in the centrifuges.
CONCLUSION
Quality Circle technique proved to be very effective for the
problem selected by the quality circle members for the
petrochemical industry. Optimization of grease consumption
in the centrifuges led to reduction in maintenance costs,
enhancement in reliability and availability of the equipment,
enhancement in morale and development of a sense of team
dynamics among the employees, which proved to be
beneficial to the employees and the organization as a whole.
ABBREVIATION
QC Quality Circle
SMP Standard Maintenance Procedures
TQM Total Quality Management
SGA Small Group Activity
QIG Quality Improvement Group
O/H Overhauling
S/D Shutdown
PM Preventive Maintenance
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Richards, B., 1984. White-Collar Quality Circles and
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Global management solutions; Mr Dinesh Seth, Mr
Subodh C. Rastogi.
Quality circle concept and implementation, K.
Ganapathy, V Narayana, B. Subramaniam. Quality
Circle Forum of India, October, 1994.
Crocker, O. L., J.S.L. Chiu and C. Charney, 1984.
Quality Circles: A Guide to Participation and
Productivity. New York. American Library Publishers,
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T. R. Abo-Alhol, M. Y. Ismail, S. M. Sapuan and M. M.
Hamdan Department of Mechanical and Manufacturing
Engineering Universiti Putra Malaysia, 43400 Serdang,
Selangor, Malaysia.
S K Dey, et al. Genesis of Quality Circle with a Case
Study. Journal of the Institution of Engineers (India) pt
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