QCFI stands for Quality Circle Forum of India. It is a non-profit organization that works to promote the concept of quality circles in India. Quality circles are small groups of employees who meet regularly to identify, analyse and solve work-related problems. It was established with the objective of promoting the concept of Quality Circles in India.
QCFI works to promote the use of quality circles in Indian organizations and provides training and support to organizations that are interested in implementing quality circles. QCFI has spread its activities to more than 500 cities and towns in India. It has also established international chapters in countries such as the United States, Canada, Australia, New Zealand, Singapore, Malaysia, Thailand, Philippines, Indonesia, Sri Lanka, Nepal, Bangladesh, and the United Arab Emirates.
QCFI also organizes conferences, seminars, workshops, and other events to promote the concept of quality circles. It also publishes books, magazines, and newsletters related to quality circles.
To connect with QCFI, you can visit their website at http://www.qcfi.org. You can also follow them on social media platforms such as Facebook, Twitter, and LinkedIn.
The benefits of joining QCFI include access to resources and support related to quality circles, networking opportunities with other quality circle practitioners, and the chance to attend conferences and seminars. Joining QCFI also provides an opportunity to learn from experts in the field and to share best practices with other members. QCFI also offers certification programs for quality circle practitioners. These programs are designed to help practitioners gain the knowledge and skills necessary to effectively implement quality circles in their organizations.
QCFI also organizes chapter conferences and national conferences. Chapter conferences are organized by local chapters of QCFI and are usually held in the same city or region. These conferences provide an opportunity for members to network and learn from each other. National conferences are organized by QCFI and are usually held in different cities across India. These conferences provide an opportunity for members to learn from experts in the field and to share best practices with other members.
QCFI NAGPUR CHAPTER
The Nagpur chapter of QCFI organizes conferences and seminars to promote the concept of quality circles in the region. These conferences provide an opportunity for members to network and learn from each other. The Nagpur chapter also publishes books, magazines, and newsletters related to quality circles. The upcoming chapter convention CCQC-2023 will be held on 10th Sept 2023 at Nagpur. Also this year QCFI National Convention NCQC-2023 is going to held at Nagpur.
QCFI provides training and support to organizations in the implementation of Quality Circles. The Nagpur Chapter of QCFI provides training opportunities to organizations in the Nagpur region. The training programs are designed to help organizations understand the concept of Quality Circles and how to implement them in their organization. The training programs also provide guidance on how to develop and maintain Quality Circles in the organization. The training programs are conducted by experienced professionals who have expertise in Quality Circles.
OEE is an important metric, as it ties-in, well with the objectives of TPM program, which aims at having,
Zero-defects,
Zero-breakdowns and
Zero- stops in the production process.
The three components of overall equipment effectiveness metric are:
Availability
Performance
Quality
The definitions of each of above components are as below,
Availability– is a measure of the time in percentage that a process is available for productive work. Availability matrix is important to measure and ensure that there are no break-downs and downtime beyond already planned downtime.
Performance– Is measures of how well a process performed against the set targets and mainly base on the speed of production
Quality– is a measure of good parts percentage, against total parts produced. This has relation with defective part produced from the process, rework.
OEE = Availability X Performance X Quality
WHAT ARE MTBF and MTTR?
MTBF and MTTR are important Key Performance Indicators to monitor the process performance and related to availability of the equipment.
Let us examine the MTBF and MTTR and how they are useful in improving the effectiveness and efficiency of the equipment.
MTBF – Mean Time between Failures
This is ratio of Total time of operation without delay to Number of Failures or Break downs.
MTTR – Mean Time to Repair
This is ratio of total down time or time required for repair of breakdown to Number of Failures or Break downs.
EXAMPLE:
If a machine planned to operate for 11 hrs, whereas there is 5 nos of breakdown, total time consume in breakdown is 1 hr.
Calculate MTBF and MTTR
MTBF = (11-1)/5 = 10/5 = 2 hrs
MTTR = 1/5 = 1/5 = 0.2 hrs
The relation between MTBF MTTR and Availability is as below,
We all are going through the difficult phase of pandemic, because of Corona virus disease, COVID 19 which stopped all the activities in the society and seriously impact on industries, businesses and organizations.
So, what’s the Extra Edge?
Role of Management System
Management system plays the important role in planning the activities align with organization’s business strategy and has to plan the activities in a manner, so that it can achieve the intended objectives.
To achieve the intended objectives of the organization, it is required to focus on the management systems in the manner mentioned as above, which include the various processes which may be dependent or independent on the other process.
The management system can be made part ofthe organization by implementing one or in combination of international standards, which are design for the specific purpose, like Quality management system, Environment Management System, Energy Management System, Laboratory Management System etc.
Besides this, there are many standard, procedures and SOPs organization and business houses generate in-house for the specific purpose to achieve its specific objective.
WASH – Workplace Assessment for Safety and Hygiene
After going through lock-down period in various stages to unlock-1 with aim to combat and contain the Corona virus disease, COVID 19 Industries and businesses are again opening with EXTRA EDGE and from many initiatives, one motivational and inspirational initiative is ATMANIRBHAR BHARAT ABHYAN.
This re-opening of industries and organization required the preparedness before and during the operations, in such a way that it safeguard from harsh effect of Corona virus disease, COVID 19 to its employees, contract workers and other interested parties.
The importance of this preparedness has been well understood by QCI, Quality Council of India, which is an autonomous non-profit organization under the Department for Promotion of Industry and Internal Trade (DPIIT), Government of India. QCI launched the scheme called Workplace Assessment for Safety and Hygiene (“WASH”) scheme which author feels as “Beyond the boundary Thinking”.
This scheme WASH is equipped with following documents,
Standard and guideline document,
Scheme Process flow document,
Self-assessment check list and
Site assessment checks list and report.
The standard and guideline document comprises of 15 different clauses and these clauses are divided in various sections and requirements of these sections are explained in details under heading sub-element. These various sections are further categorised having the sub-section. For each sub-section there is requirement which has to follow. These sub-sections are categorised and mentioned as “essential” where required.
For the easiness in implementation of this scheme “WASH” each sub-section are covered with guidance as a part of what to do? , How to do? , What is required? ,etc.
The beauty of this scheme is that, this considered the importance of training, learning and development, awareness, waste management, public interaction. With all these important points there is unique focus area what author feel strongly is inclusion of “Transport Management” which is important in itself form the point of view of holistic preparedness in the organization.
The 15 clause of the Workplace Assessment for Safety and Hygiene (“WASH”) scheme is as below:
Management Commitment
Management Focus
Resource Provision
Regulatory and other requirements
Business Continuity
Risk Management
Communication
Hygiene and Safety
Personal Hygiene and Safety
Workplace Hygiene and Safety
Social Distancing
Preventive Measures
Training and Awareness
Waste Management
Ventilation
Public Interaction
Supply Chain
Supplier communication
Self-Declaration
Transport Management
General requirements
Cargo / Material Transport
Documentation Requirements
Documentation
Record Management
Control of Discriminatory Practices
This scheme will be assessed by the person assigned by QCI or an NABCB accredited Certification body (CB) or Inspection Body (IB). Auditor for any management system in NABCB accredited Certification Body
Hope, this scheme can be proved as a milestone in combating Corona virus disease, COVID 19 and preparedness for the organization of any size.
100 years of quality, #CQIat100 is theme for this year celebration of World Quality Day, #WQD2019.
The reason behind this theme is, Chartered Quality Institute, CQI is celebrating its centenary this year. The Chartered Quality Institute (CQI) is the professional body for experts in quality management With 19,000 members located in 130 countries.
World Quality Day is celebrated annually on the second Thursday in November so this year this will be celebrate on Thursday 14 November 2019.
CQI Quote,
“We are proud to celebrate our compelling story
and the lasting impact of the quality management discipline on advancing
society in the last 100 years”
Fuelled by the desire to improve the production of unreliable munitions
after the First World War, our original members established the Technical
Inspection Association in 1919. One hundred years later, their passion for
providing trusted products and services endures because of the outstanding work
of quality professionals every day.
The quality profession has empowered organisations to succeed,
regardless of their sector and across all geographies. Quality has made
significant contributions to advancements in healthcare, manufacturing,
construction, energy, defence and transportation.
Unquote
QAULiTYVIVA is a proud supporter of World Quality Day, #WQD2019
Proud Supporter
Vincent
Desmond, CEO of the CQI said:
“Our centenary is a great opportunity to celebrate the CQI, but also to promote the benefit that quality management and the quality profession have provided society during the past 100 years. As with any significant birthday, our centenary is an opportunity to consider not only the past, but also what the future might hold. Just consider how the world has changed since 1919 and how the quality management discipline has responded. I am sure that the founding members of what was originally constituted as the Technical Inspection Association would not recognise our world of global trade, technology and radically different social norms. And I suspect they would be amazed to see how the quality profession’s scope and toolkit have expanded to cope with those changes.”
HISTORY OF CQI:
1919: The Technical Inspection Association (TIA) forms
1922: The TIA becomes the Institution of Engineering Inspection (IEI)
1944: The IEI evacuates its headquarters from London to Bath during the war
1972: The IEI rebrands as the Institute of Quality Assurance (IQA)
1984: The Register of Lead Assessors is created and evolves to the International Register of Certificated Auditors (IRCA) within the next decade
1989: IQA celebrates the first World Quality Day on 9 November 1989
2006: The IQA is awarded Royal Charter status
2007: The IQA reforms as the Chartered Quality Institute
2014: The institute creates the innovative CQI Competency Framework based on governance, assurance and improvement
2017: The CQI launches the inaugural International Quality Awards
( This article is in continuation to last article dated 25.12.2018 “QCFI – NCQC-2018 Souvenir and My Article”)
There are various
hurdles and challenges for success of the
quality concepts (like Lean Management, Six Sigma, Kaizen, 5S, Quality Circle
and others) programme. Some of them are mentioned as below, which are commonly
referred as failures:
Lack of training and
awareness on Quality Concepts programme.
Lack of training and
awareness on different quality tools which help to improve product / services.
Lack of interest from top management.
Besides
above, the three reasons for failures which are generally discussed, there are
various other hurdles and challenges. These hurdles and challenges can be categorized,
bifurcated to understand the nature of failure, which definitely help to
improve on the success of Quality Concepts programme in the organizations.
The hurdles
and challenges for success of Quality Concepts programme
can broadly be classified as,
Different types of hurdles and challenges.
Hurdles and challenges at various stages during implementation
of programme.
Hurdles and challenges based on various aspects and
perception.
It will be interesting to see all above points are in depth and will be easy for understanding and to improve upon,
1 ) Different types of hurdles and challenges:
Improper
implementation
Fail to serve vision
and mission for quality improvement.
Failure for lack of
training and awareness about quality tools use.
Want of instantaneous
results from Quality concepts programme.
May be because of
incapable of appointed consultant.
Imbalance in
volunteers of Quality concepts programme.
Improper structure
making in Quality concepts programme.
2) Hurdles and challengesat various stages during implementation of programme:
This
includes the basic five stages are:
Before start of the programme
Premature failure
Early failure
Failure in middle of programme
Failure at last stage of program.2
Let us have discuss five stages in details,
Before
start of the programme
This
has been seen that concept has been well noted, understood and worked by
management but, because of many grievances among the employees, such programme
has to keep of second thought.
Premature
failure
Many
a time it happened that the programme has been launched and kicked off with all
motivation among the employees and employees involve voluntarily but due to poor
leadership, lack of training and awareness among teams this could not get a flight.
Early
failure
Early failure happened in the beginning or within one or two month, is mainly because of (a) lack of coordination (b) Lack of motivational activity among the team members.
Failure
in middle of programme
Sometimes
program fails in middle, because of diminishing interest from management,
leadership and directionless volunteers of Quality Team.
Failure at the last
stage of program.
This may be the consequence of the lack of powers given to the Quality Team which further results in poor implementation and making of standard operating procedures, which is essence of result.
3. Hurdles and challenges based on various aspects and perception
The hurdles
and challenges in successful establishment of Quality Concepts lies in various
aspects and perceptions that are laid down here:
Belief of, not invented in my country:
The belief of , that concept of Quality is not
invented in my country but invented in Japan or other country, could not get success
and this leads to non-establishment of Quality Concepts.
The concept will not work :
The people are of mindset that what they are doing
since years is correct, veracious at the same time. They resist change and are
of opinion that “concept will not work”. This also shows that people do not
want change.
Waste of time and money :
There is a belief that Quality Concepts are waste of
time and money. With this misconception, participants do not give the result
and do other job in other area.
Feelings that Quality Concepts are a thing of past
and other techniques are better:
There
is feeling that Quality Concepts are thing happened in past and could not give
the result as compare to other technique.
Lack of awareness
about the concepts and potential benefits of Quality Concepts
There is lack of awareness about the concepts of
Quality,its formation and principle behind it.
Poor Support of union:
There is poor support from union in the industry
because of lack of knowledge and lack in learning the new things. There is also
feeling of “being used” by the company without adding to the wages.
Culture of the company:
Though the concept is useful but culture of the
company is such that it does not want to change form the basic fundamental.
This is also affected by the legacy of working in the company.
Non-Implementation of Suggestion:
Everyone wants that whatever suggested by them
should be implemented though there is alternate best solution available.
Lack of patronage by
top management:
This is nothing but the lack of support from
the management for the formation of Quality Team and if team forms this may be
terminated from the middle of road towards the success.
Loss
of interest by workers:
During
the passage of time in activity of the Quality Concept programme interest of workers
are lost may be because of the low level of motivation and encouragement.
Not
giving enough time for the success:
Sometime
what happens is, there is less time allotted for completion of the project and
essence is lost due to which the activity ceases.
Wrongly
judging the success as failure
Sometimes
it happen that project is on its track and will yield the result what is
desired and targeted but what the result comes is, they are treated as failure and hence the interest of participant is lost.
In
my training programme, I gave below example to explain above point no 12 as
1
+ 1= 2
2
x 1 =2
4
/ 2 = 2
What
are 2 in above example, simply 2 is an answer.
Then,
1
– 1 = 0
What
is zero?
Here
we cannot say that zero is not an answer, but we have to accept that zero is an
answer.
In
same way, some time we get negative result after implementation of Quality
Concepts. In such situation interest of team member should not get lost and to
continue with, team shall once again come up with new zeal.
Now the question is,
How
to overcome hurdles and challenges in implementation Quality Concepts Programme?
The authors want to present here the model for successful implementation of Quality Concepts named as “WiZeReS” (In national language of India, Hindi it reads as “ विझेरेस ” ) details as below:
The model is
based on four principles that are:
Willingness to Participate
Zeal to learn
Resourcefulness
Skill
First Principle: Willingness to Participate:
It is
expected that always there should be willingness for participation in quality
concept programme implementation by an individual or a team of management or
management itself with an aim to convert problem into a solution and write a success
story. So that the improvement on part of quality can be seen and fruits of cost
reduction can be enjoyed.
Second Principle: Zeal to learn:
The
participant who is the part of quality team should have inner zeal to learn the
new methodology in the areas of quality management, use of different type of tools
and methodology.
Third Principle: Resourcefulness:
Participant
as an individual or a team of management or management itself should be
resourceful not only from the point of view of implementation of quality
concept programme, but having a concept of providing good atmosphere, means of
learning, ideas of motivation and empowerment.
Fourth Principle: Skill:
One should
show the skill in quality management, use of different type of tools,
methodology and most important of all is, how to use, where to use and when to
use these tools.
I hope this article will help to remove
the hurdles and overcome the challenges during implementation of quality
concepts in organization.
Kaoru Ishikawa a professor of engineering at Tokyo University first gives the “7 QC Tools” to world. He is knows as father of “Quality Circle”.
Kaoru Ishikawa
The 7 QC tools developed / originated in japan and also called as seven basics tools.
These 7 tools comprise of graphical presentation such as histogram and statistical techniques like controls charts. The combination of 7 tools useful in solving the quality, production and process related problems.
The 7 QC tools are:
Check sheet.
Flow chart
Cause and effect diagrams.
Pareto analysis.
Histograms
Scatter charts.
Process control charts.
1) Check sheets:
This is very basic sheet which after collecting the data shows at what interval data occurs repeatedly.
2) Flow chart:
This gives the basic idea about in what fashion the data we have to collect or how we want to proceed
This Flow Chart is helpful in DMAIC approach of 6 sigma.
Some of the 7 QC tools replaces flow chart with “stratification” or “run chart”.
3) Cause and effect diagrams:
The cause and effect diagram introduced by Kaoru Ishikawa.
The cause and effect diagram tell us the causes and effects.
This has to be made by taking help of BRAINSTORMING Session.
4) Pareto analysis:
This has been introduced by vilfredo Pareto.
This is based on 80:20 law.
80% of problem caused by 20% of few major factors which are called as Vital Few, whereas remaining 20% of problem is caused by 80% of many minor factors which are also referred as Trivial Many.
This gives us the idea about the major problems.
5) Histograms:
Histogram introduced by Karl Pearson.
Histogram is a bar graph which represent frequency
Histogram shows the variation in the data in graphical form.
We can assess how the variation looks like.
6) Scatter charts:
Scatter Diagram shows the relationships between factors which are taken for evaluation.
The graph plotted considering dependent variables on Y – Axis and Independent Variable on X – axis
The relationship between X and Y can be linear, curvilinear, exponential, logarithmic, quadratic, polynomial
7) Process control charts
This gives the idea about the variation and tell which variations to control and how?
In control chart There is central line which is average and above central line. There is line called upper control limit and line below central line is lower control line.
QUALiTYViVA 