International Journal of Current Engineering and Technology E-ISSN 2277 – 4106, P-ISSN 2347 – 5161 ©2015 INPRESSCO ® , All Rights Reserved Available at http://inpressco.com/category/ijcet Case Study 61| International Journal of Current Engineering and Technology, Vol.5, No.1 (Feb 2015) Quality Circle Implementation in Industry in India-A Case Study Narender Kumar !* ! Gateway Institute of Engineering and Technoloigy, Sonepat, Haryana, India Accepted 05 Jan 2015, Available online 01 Feb 2015, Vol.5, No.1 (Feb 2015) Abstract Quality Circle is a team of employees of various relevant departments which emphasis on providing opportunities of reducing in house or customer complaints in Final Inspection Department through effective analysis of Final Inspection data which results in cost reduction through achieving zero defect or defect free manufacturing in all aspects of organization. The methodology gives platform and opportunity to individuals to identify scope of improvements which result in ease, effective and efficient work and work culture. There are several steps to implement quality circle methodology to achieve the desired results. Quality Tools such as Pareto chart, line and arrows diagrams are used for improvement in any organization in which Pareto Diagram is studied as a prime source to identify and selecting problem for improvement in any industry. Quality Circle Methodology can be applied to any industrial culture more than one time to a process until it reaches to its optimum capacity reduce quality cost in any of the industrial process.. The implementation of Quality Circle Methodology helps in achieving efficient production by analysis of data of various products and processes. It involves improvement in process through the process of finding route cause and implement corrective and preventive action to any process. It also improves the quality through reduction of PPM to certain level in a process and improves the quality standard through provide proper system to final inspection area which results achieving zero defect level in certain defects. Although this approach uses existing quality management system and problem solving tools, its application is to provide more thorough approach to improve work conditions, reducing or eliminate waste or non-value added work during any job change over or regular production. Keywords: Quality Circle, PPM etc. 1. Introduction 1 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. (Gray, G. R. S. A. M., 1993) 2. Background to the Study (K. Ganapathy et al 1994, S K Dey et al 1997) 2.1 Definition Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet together on a *Corresponding author: Narender Kumar regular basis to identify improvements in their respective work areas. 2.2 Philosophy Quality Circle is a people – building philosophy, which provides self-motivation and improves work environment. It represents a philosophy of managing people specially those at the grass root level. 2.3 Concept The concept of Quality Circle is primarily based upon recognition of value of the worker as a human being, as someone who willingly put efforts to improve the job, his wisdom, intelligence, experience, attitude and feelings. 2.4 Objective The objectives of Quality Circles are multi-faced– Change in attitude; self-development; development of team spirit, improvement in organizational culture. 2.5 Organisational Structure The basic structure of a Quality Circle is shown in fig. 1.