quality circles problem solving capability mcq

Quality Circles MCQs

Welcome to our comprehensive collection of Multiple Choice Questions (MCQs) on Quality Circles , a fundamental topic in the field of Total Quality Management . Whether you're preparing for competitive exams, honing your problem-solving skills, or simply looking to enhance your abilities in this field, our Quality Circles MCQs are designed to help you grasp the core concepts and excel in solving problems.

In this section, you'll find a wide range of Quality Circles mcq questions that explore various aspects of Quality Circles problems. Each MCQ is crafted to challenge your understanding of Quality Circles principles, enabling you to refine your problem-solving techniques. Whether you're a student aiming to ace Total Quality Management tests, a job seeker preparing for interviews, or someone simply interested in sharpening their skills, our Quality Circles MCQs are your pathway to success in mastering this essential Total Quality Management topic.

Note: Each of the following question comes with multiple answer choices. Select the most appropriate option and test your understanding of Quality Circles . You can click on an option to test your knowledge before viewing the solution for a MCQ. Happy learning!

So, are you ready to put your Quality Circles knowledge to the test? Let's get started with our carefully curated MCQs!

Quality Circles MCQs | Page 1 of 6

Discover more topics under total quality management, basic concepts of total quality management, tqm leadership, employee involvement, continuous process improvement, supplier partnership, problem solving tools, benchmarking and fmea, control charts and process capability, quality function deployment, total productive maintenance, performance measures, six sigma principle and iso standards, qlean manufacturing, new trends and agile manufacturing.

Quality Control Circle

Quality Rectangle

Quality Square

Quality Ellipse

May be True or False

Can't say

Human resources circle

Productivity circle

Excellence circle

Loss circle

It is a form of participation management

It is a human resource development technique

It is a problem solving technique

It is not a human resource development technique

Diminishing

reduce, enhance

increase, enhance

reduce, demean

increase, demean

A book by David Hutchins

7 Basic Tools for Quality Circle Improvement and Management

Quality Circles are groups of individuals within an organization who come together to identify and solve problems, aiming for continuous improvement. These circles employ a set of effective techniques known as the Seven Basic Tools.

In this post, we will explore these tools and their significance in the Quality Circle improvement and management journey.

Tools for Quality Circle Improvement

Quality Circles are equipped with a fundamental set of problem-solving tools known as the Seven Basic Tools. These tools are the foundation on which Circles build their problem-solving capabilities, and as they mature, they may incorporate additional techniques to suit their evolving needs.

Problem-Solving Techniques

Effective problem-solving is at the core of Quality Circle activities. The process involves:

• Identifying problems.
• Gathering and analysing relevant data.
• Exploring potential causes.
• Proposing solutions.
• Evaluating the effectiveness of the solutions.
• Implementing them.
• Sustaining the improvements achieved.

Ensuring accuracy also requires a disciplined approach that relies on facts rather than opinions. Root Cause Analysis is a crucial aspect of this problem-solving discipline, allowing teams to pinpoint the underlying reasons for issues and avoid mere symptomatic treatment.

Overcoming Misconceptions

One common concern among managers unfamiliar with Quality Circles is the belief that unskilled or semi-skilled workers may not achieve impressive results. This misconception stems from underestimating the power of the simple yet effective techniques employed by Circles and overlooking the untapped potential of their members.

A dialogue often unfolds between managers and Circle members, where the managers ask why certain information wasn’t shared earlier, and the response is that they were never asked. This highlights the need to recognize all employees’ valuable insights and expertise.

Evolution of the Seven Basic Tools

The Seven Basic Tools were not initially designed for Quality Circles specifically. Instead, they gradually found their way into Circles during their formative years in Japan through trial and error. These tools proved particularly effective in small group activities, prompting their adoption as the essential problem-solving toolkit.

As Circles progress and mature, their members may seek to utilize these techniques in more sophisticated ways and incorporate additional skills relevant to their work, making the possibilities for growth endless.

Self-Managing Workgroups

As Quality Circles evolve, they have the potential to transform into self-managing workgroups. This entails an advanced level of autonomy and responsibility, where teams take charge of their decision-making processes and performance management.

Achieving self-managing workgroup status is a gradual process that requires dedication and alignment with organizational goals. While it may take time, the rewards in terms of efficiency, innovation, and employee satisfaction are well worth the effort. In the book “ Self Managing Workgroups” by David Hutchins , you will fully understand self managing workgroups as a key to participative management.

Integration with Six Sigma

Six Sigma is a well-known and sophisticated process improvement and quality management approach.

While some might assume that Six Sigma is beyond the scope of Quality Circles, it is crucial to recognize that there is no inherent limitation preventing Circles from embracing Six Sigma principles.

There are instances where the principles of Six Sigma can complement and enhance the efforts of Quality Circles, leading to even more impactful results.

The Seven Basic Tools in Detail

The foundation of Quality Circles lies in the application of the Seven Basic Tools. Let’s briefly explore each tool:

• Brainstorming: A creative technique for generating ideas and solutions through open discussion.
• Data Collection: Gathering relevant data to understand the scope and nature of the problem.
• Data Analysis: Analyzing the collected data to derive meaningful insights.
• Pareto Analysis: Prioritizing problems and focusing efforts on the vital few rather than the trivial many.
• Cause and Effect Analysis: Identifying the root causes of issues and understanding their relationships.
• Histograms: Utilizing graphical representations to visualize data distributions.
• Control Techniques: Implementing methods to monitor and sustain the improvements achieved.

To gain a deeper understanding of these tools, readers are encouraged to explore the book “ Self Managing Workgroups” by David Hutchins , which delves into the strategic aspects of implementing Quality circle in any industry.

In conclusion, quality circles leverage the power of the seven basic tools to drive continuous improvement and problem-solving. These fundamental techniques lay the groundwork for Circles to evolve into self-managing workgroups, transcending limitations and achieving remarkable outcomes. Integrating with other methodologies like Six Sigma, Quality Circles can further enhance their impact, contributing to the organization’s overall success.

Are the Seven Basic Tools exclusive to Quality Circles?

While these tools are closely associated with Quality Circles, they can be employed by any team or organization seeking effective problem-solving and continuous improvement.

How can managers foster a culture of problem-solving in their workplace?

Encouraging open communication, valuing employee input, and providing the necessary training and resources can foster a problem-solving culture.

What benefits do self-managing workgroups offer to organizations?

Self-managing workgroups can increase employee engagement, faster decision-making, and improve innovation.

Can Quality Circles coexist with other quality management initiatives?

Quality Circles can complement and coexist with other quality management methodologies like Six Sigma, each contributing to different improvement aspects.

Is Root Cause Analysis always necessary?

Root Cause Analysis is essential for resolving complex and recurring issues, but for simpler problems, it may be less extensive. However, a disciplined problem-solving approach is always recommended.

What is quality management tools?

Quality management tools are a set of techniques, methodologies, and instruments used to plan, control, and improve the quality of products and processes within an organization. These tools help businesses identify and rectify issues, optimize operations, and enhance overall performance. Quality management tools ensure that products and services meet or exceed customer expectations, fostering customer satisfaction and loyalty.

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Quality Circles Quiz :  Step into the collaborative world of Quality Circles with this engaging quiz. Do you understand the concept and purpose of Quality Circles in improving workplace efficiency and problem-solving? This quiz will evaluate your knowledge of how these small groups work within organizations to identify, analyze, and solve work-related problems.

Each attempt will present 5 random questions, offering insights into the functioning, benefits, and challenges of Quality Circles."

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Quality Circle: Meaning, Features, Objectives, Structure, and Techniques

October 18, 2019 | By Hitesh Bhasin | Filed Under: Operations Management

Quality circle is a participant management method in which a team of employees works towards solving and defining a problem that is related to the performance or quality of a product .

It is an integral part of enterprise management where small teams of six to twelve members come forward voluntarily to form a quality control circle.

The group meet regularly and have discussions about quality problems. They are also responsible for investigating causes and suggesting viable solutions so that corrective actions can be undertaken.

Table of Contents

Meaning of quality circle

Quality circle is defined as a group of workers, who work voluntarily to improve and develop products in an organization related to the production process, material wastage, quality of finished, semi-finished goods and raw materials, energy consumption, maintenance, safety, and delay.

It also solves problems related to any of them. Other names like often address the quality circle

• Productivity Circles
• Human Resources Circles
• Excellence Circles
• Action Circles
• Small Groups

7. Features of quality circle

• It is a voluntary group, and the initiative to join the quality circle rests with the interested party. People are invited to join the circle but not compelled or forced.
• The size varies from six to twelve members, although everyone belongs to a specific work area. Sometimes they consult specialists from other areas to gain his perspective and find appropriate solutions. Emphasizes on a small group to maintain harmonious relations and apt coordination between members.
• The meetings are held at periodic intervals to discuss and contemplate about the related issues. Sometimes it is a weekly activity, and at other times the timing can shift as per the requirement. It is the quality circle members who decide the frequency of the meeting and its timings to suit every member. Often it is the need of the hour that decides about the frequency and time limit of these meetings.
• An organization may have several quality circles depending upon its requirement. As it is a work-related group, more often, it is their supervisor who takes up the mantle of leadership.
• Every quality circle has its point of reference and problems and is restricted to its specific product or service. They do not interfere in the working of other quality circles.
• It is adept at solving issues and offering an apt solution. The quality circle collects data, identify and analyze, and lastly come to a solution after several discussions amongst the members. The final idea is presented to the management by the group and not the leader alone. The best thing about a quality circle is that it is a meticulously thought-about process and is rare for management to reject it out-of-hand.
• The quality circle, as the name suggests, identifies analyses, and solves related problems. The members arrange the meeting as per the demand and requirement.

Objectives of quality circle

• Identify and analyze problems
• Work towards the development and improvement of the organization
• Utilize and enhance human resources
• Improve the quality of products
• Reduce costs and enhance productivity
• Solve problems specific to a product or service
• Improve conflict and inter-personal resolution
• Utilize innovative and imaginative skills of an individual
• Developing work interest
• Job involvement
• Enhance problem-solving abilities
• Improve communication
• Promote leadership skills
• Promote personal development
• Reduce errors
• Promote cost reduction
• Participation in the management process

Structure of quality circle

1. steering committee.

It is headed by the senior executive and has representatives from human resources development and top-level personnel. The steering committee is the one that drafts and establishes various plans and policies in place and directs the program towards the right path.

2. Coordinator

The coordinator is generally the administrative officer who supervises the work and administer the program

3. Facilitator

He is the supervising officer who coordinates the working of numerous quality circles via the circle leaders

4. Circle leaders

He organizes the activities, gives direction to the members and conducts the activities of quality leaders

Duties of quality circle leader

• Guiding the members in the right direction
• Taking members in his confidence and sharing all the issues in an open communication
• Show confidence in own endeavors as well as the working of all the other members.
• Channelizing the discussions
• Allow all the members equal opportunities
• Assigning particular tasks to all the members
• Coordination with facilitator

Advantages of quality circle

• A quality circle generates creative ideas that result in an innovative solution
• It increases the productivity, production, and quality of products and services in an organization
• A quality circle is a happy group that works voluntarily. Its harmonious tendency is carried back to the organization
• Increases customer satisfaction as everyone is working to improve the quality of products and services
• Works towards reducing the production cost
• It brings a calm and soothing ambiance as it tries to identify and solve problems in an effective manner
• Quality circle offers motivation to other employees to work for the betterment of the organization and infuses team spirit
• Improves the image of employees as they are doing commendable work voluntarily for the betterment of the organization and ultimately, the workforce.
• Improves the ability of the members in making viable decisions
• Quality circle helps to improve communication in the organization
• It improves leadership skills and encourages problem-solving ability.
• Builds inner confidence and trust
• Enhances corporate pride because of the sense of belonging
• Works towards a better relationship between managers and employees.

Disadvantages of quality circle

• Operational problems in the organization can cause delays and ultimately fail the process maintained by the quality circle
• Lack of participation can cause the failure of a quality circle
• If the members are not suited and qualified for the post, it can result in wrong decisions
• It is important to keep a positive approach, but if any member is unable to maintain his equilibrium in case of adverse conditions then the quality circle will fail in its intentions
• As it is a voluntary group, a member can opt-out of it anytime
• In case the group has a strong-willed member he may try to roughshod over others
• Sometimes a quality circle may be involved in useless issues thus wasting time, energy and effort of the members
• It grabs the limelight and is often envied by other employees who do not have the time to join such circles
• It can cause issues with departmental managers as they do not like to see the quality circle gaining prominence and recognition
• The fluctuating demand for work can cause a problem in finding a convenient time for the meeting
• If the circle feels that the management is not listening to their suggestions, it can cause a dampening and demoralize effect on the members.
• Circle members – The members are the ones that make quality circle a possibility. Without them, there will be no circle or any related activities.

Developing a quality circle

1. starting phase.

It is important to make people in your organization aware of the concept of the quality circle. Everyone should have a basic knowledge about its implication and impact on the members as well as the company .

It becomes doubly important as participation is voluntary. Once people start understanding its basic concept only then will they show their enthusiasm in joining it? The company can play its part by offering required training to the interested person to hone and develop their participation skills.

2. Constitution of Quality circle

Quantity circle members belong to the same work area, and their participation is voluntary. The constitution includes steering committee, coordinators, facilitators, circle leaders, and circle members who work for the ultimate benefit of the company.

3. Initial problem-solving

Problem-solving includes data collection carried out via records, self-suggestions, and contacting employees. It also includes data analysis that establishes the reason for the issue.

Lastly is problem-solving, which involves the participation of members regularly so that they can put forward their suggestions and viable inputs.

4. Presentation and approval

The members as a whole present the solution to the management either orally or as a project report/assignment. The presentation improves communication between the workers and the management so that later on, they can work in tandem.

5. Implementation

The final phase in developing a quality circle is the implementation. The relevant groups are assigned with vital activities depending upon the suggestions to form a viable quality circle.

Techniques used in a quality circle

1. brainstorming.

This helps to stimulate the idea for decision making and stimulating creativity .

2. Cause and effect diagrams

Members identify the cause of the problem and its effect on the problem

3. Sampling and charting method

Members observe the events and charts the observations to get a clear idea of the problem.

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About Hitesh Bhasin

Hitesh Bhasin is the CEO of Marketing91 and has over a decade of experience in the marketing field. He is an accomplished author of thousands of insightful articles, including in-depth analyses of brands and companies. Holding an MBA in Marketing, Hitesh manages several offline ventures, where he applies all the concepts of Marketing that he writes about.

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Table of Contents

What are quality circles, objectives of a quality circle, benefits of quality circles, structure of a quality circle, process of quality circles, what is a quality circle: benefits and process.

Quality is a cornerstone of success in today's competitive business landscape. Organizations employ various strategies and methodologies to achieve and maintain high standards of quality . One such approach is the use of Quality Circles, a dynamic and collaborative technique that empowers employees to participate in quality improvement initiatives actively. In this article, we will delve into what quality circles are, their objectives, the benefits they bring, their structure, and the processes they follow.

Quality Circles, also known as QC or Kaizen Circles, are small groups of employees who voluntarily come together to identify, analyze, and solve quality-related problems within an organization. Originating in Japan in the 1960s, this concept has since spread worldwide as an effective means of improving quality and productivity.

The primary objectives of Quality Circles are:

• Problem Solving: To identify and resolve quality issues, defects, or process inefficiencies.
• Continuous Improvement: To develop a culture of continuous improvement by encouraging employees to take ownership of quality-related challenges.
• Skill Development: To enhance the problem-solving, communication, and teamwork skills of participating employees.
• Increased Employee Engagement: Engaging employees in decision-making and quality improvement efforts leads to higher job satisfaction.

 There are numerous benefits of Quality Circles:

• Improved Quality: QC teams are dedicated to finding and fixing quality issues, leading to better product or service quality.
• Cost Reduction: Organizations can reduce waste and operational costs by identifying and rectifying inefficiencies.
• Enhanced Employee Morale: Involvement in QC activities boosts employee morale, as they feel valued and engaged in making a difference.
• Higher Productivity: As QC teams tackle process bottlenecks, productivity increases, leading to more efficient operations.
• Innovation: QC teams often come up with innovative solutions to longstanding problems, driving organizational innovation.

Quality Circles typically consist of the following elements:

• Team Members: Comprising 6-12 employees from various levels and departments of the organization.
• Team Leader: Facilitates meetings, ensures discussions stay on track, and acts as a liaison with management.
• Meetings: Regularly scheduled meetings where team members discuss and address quality issues.
• Problem-Solving Tools: Quality Circles use various problem-solving tools and techniques, such as the PDCA (Plan-Do-Check-Act) cycle and fishbone diagrams.

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Quality Circles follow a structured process:

• Identification of Problems: Team members identify quality-related problems and define their scope.
• Data Collection and Analysis: Data is gathered and analyzed to understand the root cause of the problems.
• Generation of Solutions: The team brainstorms and generates potential solutions to the identified problems.
• Selection and Implementation: The best solution is chosen, and a plan is formulated for implementation.
• Review and Evaluation: The results of the solution's implementation are reviewed, and adjustments are made as needed.
• Standardization: Successful solutions are standardized into existing processes to ensure continuous improvement.

Quality Circles are a powerful tool for organizations seeking to enhance their product or service quality, reduce costs, and engage employees in a culture of continuous improvement. To delve deeper into quality improvement methodologies and become a proficient quality management professional, consider enrolling in Simplilearn's Lean Six Sigma Green Belt certification program. This certification equips you with the knowledge and skills needed to drive quality and process improvements within your organization, making you an invaluable asset in pursuing excellence. Start your journey toward quality excellence today!

1. What is the quality circle process in TQM?

The quality circle process in Total Quality Management (TQM) involves a structured approach where a small group of employees voluntarily come together to identify, analyze, and solve quality-related problems within an organization. It typically includes problem identification, data collection and analysis, solution generation, implementation, review, and standardization.

2. What is the size of a quality circle?

The size of a quality circle typically ranges from 6 to 12 members. This size allows for effective communication and collaboration while ensuring that the group remains small enough to maintain active participation and engagement from all members.

3. What are the objectives of a quality circle?

The primary objectives of a quality circle are to:

• Solve quality-related problems within an organization.
• Promote a culture of continuous improvement.
• Develop the problem-solving, communication, and teamwork skills of participating employees.
• Increase employee engagement and job satisfaction.

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Home » MCQs

Total Quality Management MCQs (Multiple-Choice Questions)

Total Quality Management (TQM) is an approach for improving the quality principles guiding an organization's activities. It encompasses a variety of technologies that are primarily focused on meeting customer expectations and industry standards while also boosting the organization's success.

This part has 30 MCQs covering various TQM concepts such as TQM definitions, product quality dimensions, service quality dimensions, TQM challenges, and many more. Practice these MCQs to improve your knowledge about TQM.

List of Total Quality Management MCQs

1. Which of the following is considered the primary element of total quality management?

• Continual improvement
• Effective communication
• Customer-focussed
• All of the above

Answer: D) All of the above

Explanation:

Continual improvement, effective communication, and customer focus are all considered the primary elements of total quality management (TQM). Continual improvement is the continuing work to enhance products, and while effective communication and customer focus are essential components of TQM, continual improvement serves as the foundation for achieving excellence and long-term success.

Discuss this question

2. What do you mean by quality?

• Quality refers to the ongoing process of improving the product or service
• Quality refers to decision-making and problem-solving responsibility
• Quality refers to the participation of higher authorities in delivering the product

Quality, in the context of Total Quality Management (TQM), includes not only the ongoing process of improving products or services but also the decision-making and problem-solving duties.

3. Which of the following is not considered a dimension of product quality?

• Employee service
• Performance
• Reliability

Answer: A) Employee service

Employee service is not regarded as a dimension of product quality; rather, it is directly related to customer service quality and the overall service experience, whereas performance, durability, and reliability are considered dimensions of product quality.

4. Which of the following elements of TQM ensure what is good and bad in the workplace?

• None of the above

Answer: C) Ethics

In TQM, ethics refers to the moral principles and values that influence an organization's behavior and decision-making processes.

5. What do you mean by downward communication?

• In downward communication, information flows from management to higher authorities
• In downward communication, information flows from management to staff
• In downward communication, information flows from higher authorities to the management team
• In downward communication, information flows from higher authorities to stakeholders

Answer: B) In downward communication, information flows from management to staff

In downward communication, information flows from management to staff.

6. What do you mean by sideways communication?

• Communication within the organization between distinct departments or persons at the same organizational level
• Communication within the organization between management and stakeholders
• Communication between management and higher authorities

Answer: C) Communication between management and higher authorities

Communication within the organization between distinct departments or persons at the same organizational level.

7. Which of the following dimensions of product quality covers the visual appeal or design related to the product?

• Conformance

Answer: C) Aesthetics

The aesthetics dimension covers aspects such as the product's color, shape, and texture that contribute to its overall attractiveness and user experience.

8. What does the conformance product quality dimension cover?

• It covers the performance of the product
• It covers whether or not the product has met the standards and specifications
• It covers the speed at which the product can be repaired
• It covers the user's review of the product's quality

Answer: B) It covers whether or not the product has met the standards and specifications

Conformance covers whether or not the product has met the standards and specifications.

9. Which of the following dimensions of product quality means the rate at which a product can be repaired?

• Perceived quality
• Serviceability

Answer: D) Serviceability

Serviceability is the dimension of product quality that refers to the rate at which a product can be repaired.

10. An automobile product has been used for a very long time, but it still provides the best performance with minimal breakdowns. Which product quality dimension is applied here?

Answer: B) Durability

The product quality dimension used in this instance is durability. Durability refers to a product's capacity to survive wear, tear, and usage over time while maintaining its performance with minimal failures.

11. Which of the following service quality dimensions covers the physical aspects of services, especially the visual appearance of facilities?

Answer: A) Tangibles

Tangibles is the service quality dimension that covers the physical aspects of services, particularly the visual appearance of facilities.

12. What does the 'empathy' service quality dimension cover?

• It covers the fact that the services should be delivered accurately
• It covers the trust and confidence relationship between you and the customer
• It covers understanding customer needs and addressing them with care and attention
• It covers the physical aspects of services

Answer: C) It covers understanding customer needs and addressing them with care and attention

The Empathy dimension of service quality covers understanding customer needs and addressing them with care and attention.

13. Which of the following service quality dimensions involves building trust and confidence between your staff and customers?

• Responsiveness

Answer: A) Assurance

The assurance dimension focuses on establishing trust, credibility, and confidence in the service offered by skilled staff members.

14. Which of the following is not considered the 'pillar of TQM'?

• Customer focus
• Employee involvement
• Continuous improvement
• Stakeholders' management

Answer: D) Stakeholders' management

Stakeholders' management is not commonly seen as one of the key pillars of Total Quality Management (TQM).

15. Which of the following types of management involves the management of the flow of goods and services?

• Total quality management
• Supply chain management
• Sales management
• Traditional management

Answer: B) Supply chain management

Supply chain management is the management of the movement of goods and services from point of origin to point of consumption, which includes a variety of procedures such as procurement, production, and distribution.

16. Which of the following TQM techniques is a Japanese word that means 'continuous improvement' in English?

• Benchmarking
• Pareto analysis

Answer: A) Kaizen

Kaizen is a Japanese concept that means "continuous improvement," and it involves implementing little, incremental improvements to processes over time to improve efficiency and quality.

17. What do you mean by benchmarking technique?

• Benchmarking is a technique that involves comparing processes with market competitors to provide relative performance
• Benchmarking is a technique that helps identify the best solution for the system
• Benchmarking is a technique that evaluates the current performance

Benchmarking is a technique that compares processes to market competitors to offer similar results. It is a way of comparing numerous aspects of an organization's processes, goods, or services against those of industry leaders. Organizations can identify growth opportunities and learn from the best practices of others in the sector by doing so.

18. Which of the following techniques involves identifying and prioritizing the important factors that are causing issues in a process?

• 5 whys Analysis
• Pareto Analysis
• Quality circles

Answer: C) Pareto Analysis

Pareto analysis is identifying and prioritizing the critical elements producing problems in a process. It is based on the Pareto Principle, often known as the 80/20 rule, which claims that about 80% of effects are caused by 20% of the causes.

19. Does the Six Sigma technique improve the quality of the process?

Answer: A) True

Six Sigma is an approach based on data that focuses on increasing process output quality by identifying and eliminating the sources of errors.

20. Which of the following types of improvement involves minimal improvement processes or a lack of active involvement?

• Passive improvement
• Steady improvement
• Unsteady improvement

Answer: A) Passive improvement

Passive improvement involves minimally improving processes or a lack of active involvement.

21. Are continual improvement and steady improvement both the same?

• No, they are not the same
• Yes, they are the same
• Yes, they are similar, but their approaches are different

Answer: C) Yes, they are similar, but their approaches are different

Although the ideals of continuous development and steady progress are similar, their approaches differ. Continuous improvement indicates the process's continuing and iterative nature, whereas steady improvement focuses on consistent and stable development.

22. Which of the following is considered to have the highest degree of quality concerning TQM?

• Process-oriented system
• Meeting customer expectations and industry standards

Answer: C) Meeting customer expectations and industry standards

In terms of TQM, meeting industry standards and customer expectations is regarded as the highest level of quality.

23. Which of the following is not considered a barrier to TQM?

• Short-term thinking
• Lack of leadership support
• Lack of employee training
• Employee empowerment

Answer: D) Employee empowerment

The Empowerment of employees is not usually seen as a barrier to TQM. Indeed, it's frequently considered a TQM advantage. Employee empowerment encourages a sense of duty and ownership among staff members.

24. According to TQM, should the focus be on long-term goals or short-term goals?

• Long-term goals
• Short-term goals

Answer: A) Long-term goals

According to Total Quality Management (TQM), the primary focus should be on long-term goals.

25. What is the full form of PDCA?

• Plan-doing-complete-actions
• Proper-delivery-complete-actions
• Plan-do-check-at
• Primary-delivery-course-actions

Answer: C) Plan-do-check-at

PDCA is a four-step management method used for the control and continuous improvement of processes and products. It involves planning, implementing, checking results, and acting.

26. An organization's purpose, guiding principles, and essential goals are described in its ____ statement.

• Vision statements
• Customer statements
• Employee statements
• Mission statements

Answer: D) Mission statements

An organization's purpose, guiding principles, and essential goals are described in its mission statement.

27. Which of the following is not considered in the Six Sigma technique?

Answer: B) Improve

The Six Sigma methodology does not include the customer as one of its primary phases. DMAIC, Define, Measure, Analyze, and Improve Control.

28. Does the vision statement describe the long-term goals of the organization?

A vision statement represents an organization's long-term objectives and aspirations in a forward-thinking manner.

29. Which of the following is not a key element of the supplier statement?

• Focusing on a positive work environment
• Communicates the requirements to its supplier
• Outline the product delivery

Answer: A) Focusing on a positive work environment

It is not essential for a supplier statement to emphasize a positive work environment. Supplier statements serve as a primary means of communicating to suppliers what an organization expects and requires from them, including standards for product delivery, service standards.

30. What is the full form of CTQ?

• Complete turn quality
• Critical quality
• Critical to quality
• Complete time quality

Answer: C) Critical to quality

CTQ stands for critical to quality. This term is mainly used with Six Sigma and quality management, which means to identify the critical parameters that are most important to the customer's requirements and satisfaction.

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Quality Circle

What is quality circle.

Quality Circle is a management technique that involves a group of employees who come together voluntarily to identify and solve quality-related problems in their organization. The concept was first introduced in Japan in the 1960s by Dr. Kaoru Ishikawa, a renowned quality control expert.

Quality Circle is a participatory approach that empowers employees to take ownership of quality-related issues in their organization. The primary objective of Quality Circle is to improve the quality of products and services by involving employees in the quality improvement process.

The Structure of Quality Circle

The structure of Quality Circle involves a group of employees who work together to identify and solve quality-related problems in their organization. The group is usually comprised of six to twelve members who are from the same work area or department.

The members are selected based on their interests, expertise, and willingness to participate in the quality improvement process.

The Quality Circle group is led by a facilitator who is responsible for organizing meetings, guiding discussions, and ensuring that the group follows the quality improvement process.

The facilitator is usually a senior employee who has experience in quality control and management.

Understanding the Structure of Quality Circles

Quality circles typically consist of 6 to 12 members who meet regularly to discuss and solve problems. The structure of quality circles includes the following components:

A quality circle has a leader who is responsible for coordinating the activities of the group. The leader's role is to ensure that the group stays focused on its objectives and that everyone has an opportunity to contribute.

2. Facilitator

The facilitator is responsible for organizing the meetings and ensuring that the group follows the agenda. The facilitator also ensures that all members have an opportunity to express their views and that discussions remain focused.

The members of the quality circle are the employees from the same work area. The members bring their knowledge and expertise to the group and work together to solve problems.

4. Problem Statement

The quality circle begins with the identification of a problem. The problem statement should be clear and concise, and it should be something that the quality circle can address.

5. Analysis

Once the problem has been identified, the quality circle conducts an analysis to determine the root cause of the problem. The analysis should be data-driven and objective.

6. Solution Development

Once the root cause of the problem has been identified, the quality circle develops potential solutions. The solutions should be practical, cost-effective, and feasible.

7. Implementation

After the solutions have been developed, the quality circle implements them. The implementation should be monitored and evaluated to ensure that it is effective.

Read More: Everything you need to know about Quality cirlce

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Training Methodology

Our training methodology is interactive and engaging, designed to facilitate active learning and knowledge retention. It encompasses a mix of multimedia presentations, group discussions, case studies, and role-playing exercises. This approach ensures participants not only grasp theoretical concepts but also acquire practical skills to establish and lead effective quality circles.

Benefits of quality circle

Implementing quality circles can provide a variety of benefits to an organization, including:

• Increased productivity: Quality circles can help identify inefficiencies and areas for improvement in the production process, leading to increased productivity and efficiency.
• Improved quality: By identifying and addressing quality issues, quality circles can improve the quality of the products or services being produced.
• Employee engagement: Quality circles give employees a sense of ownership and involvement in the improvement process, leading to increased job satisfaction and engagement.
• Cost savings: By reducing waste, improving efficiency, and increasing productivity, quality circles can help organizations save money and increase profitability.
• Enhanced communication: Quality circles promote open communication and collaboration between employees, leading to better problem-solving and decision-making.
• Continuous improvement: Quality circles encourage a culture of continuous improvement, where employees are always looking for ways to improve processes and products.
• Competitive advantage: By improving quality and efficiency, quality circles can help organizations gain a competitive advantage in their industry.

Overall, implementing quality circles can lead to a more engaged, productive, an

How to implement Quality circle:

• Firstly, the management is informed about the quality control process that is being planned.
• A committee is formed, and key persons such as a coordinator and in-house coach are selected.
• The scope is defined, and areas of application are identified.
• First-line supervisors in the identified areas are given QCC presentations. It is important to make these
• Impressive, and valuable tips on the subject are available.
• This is followed up with extensive training for coordinators and middle management on the process and their roles.
• Employees are invited to become members of a circle and trained suitably once they sign up. Thus, a circle is formed and begins work. These may give rise to other circles.
• Problems are discussed and solved in a systematic manner in the QCCs. It is very important that solutions are implemented as quickly as possible, to maintain the momentum.
• You can also hire us to train your staff for 7 qc tool training

Read More : Quality circle Benifit

How Do Quality Circles Operate?

Quality circles operate through a structured process that involves several steps. Here is a general overview of how quality circles operate:

• Identify the problem: The first step is to identify a problem or issue that needs to be addressed. This can be done through brainstorming sessions or by analyzing data to identify areas that need improvement.
• Form a team : Once a problem has been identified, a team is formed to address it. This team is typically composed of employees from different departments who have relevant knowledge or expertise.
• Define the problem: The team then defines the problem more clearly by gathering additional data, analyzing the root causes, and identifying possible solutions.
• Develop a solution: Based on the analysis of the problem, the team develops a solution that is feasible and effective. This may involve testing different approaches or creating a prototype to test the solution.
• Implement the solution: Once the solution has been developed, it is implemented on a small scale to test its effectiveness. Feedback is collected and adjustments are made as necessary.
• Monitor and evaluate : After the solution has been implemented, the team monitors its performance and evaluates its effectiveness. This can be done through data analysis, surveys, or other methods.
• Standardize and sustain : If the solution is effective, it is standardized and implemented on a larger scale. The team also develops a plan to sustain the solution over time to ensure long-term success.

Throughout this process, quality circles rely on teamwork, communication, and collaboration to ensure that the problem is effectively addressed and the solution is sustainable.

Learn from free video : 7 qc tool training Programe

Problem-solving tools and techniques used by quality circles: list and explanation.

Quality Circles (QC) are an integral part of Total Quality Management (TQM) systems, where groups of employees come together to solve problems related to their work processes. QC teams use a range of problem-solving tools and techniques to identify, analyze, and resolve issues that affect product quality, productivity, and customer satisfaction. In this article, we'll discuss some of the most commonly used problem-solving tools and techniques employed by QC teams, along with their applications.

Brainstorming

Brainstorming is a creative problem-solving technique that involves generating a large number of ideas in a short amount of time. QC teams use brainstorming to identify potential causes of problems and to come up with new ideas for process improvements. During a brainstorming session, all members of the team are encouraged to contribute ideas, without fear of criticism or rejection. The focus is on quantity, not quality , of ideas. Once all ideas are collected, the team can then evaluate and refine them for further analysis.

Pareto Chart

A Pareto chart is a graphical representation of data that highlights the most significant sources of problems. QC teams use Pareto charts to identify the most common causes of defects and prioritize them for improvement. The chart consists of a bar graph with categories on the X-axis and the frequency or cost of problems on the Y-axis. The bars are arranged in descending order of importance, allowing the team to focus on the vital few causes that account for the majority of problems.

Fishbone Diagram

A Fishbone diagram, also known as an Ishikawa diagram or cause-and-effect diagram, is a visual tool used to identify the root cause(s) of problems. The diagram resembles a fishbone, with the problem at the head and the contributing factors branching out like bones. QC teams use Fishbone diagrams to identify all possible causes of a problem, categorize them into major groups, and determine which factors are most likely to contribute to the issue.

The 5 Whys is a simple yet effective technique that helps QC teams get to the root cause(s) of problems. It involves asking "Why?" five times in succession until the underlying cause(s) of a problem are identified. QC teams use the 5 Whys technique to go beyond the symptoms of a problem and identify its true cause(s), which can help prevent recurrence.

A Histogram is a graphical representation of data that shows the frequency distribution of a variable. QC teams use histograms to analyze data and identify patterns or trends that may indicate the presence of problems. The histogram consists of a series of vertical bars that represent the frequency of data values within each category. QC teams use histograms to identify variations in processes and products, which can be used to improve quality.

Control Chart

A Control chart is a statistical tool used to monitor processes and track their performance over time. QC teams use control charts to determine whether a process is stable or not and to identify any special causes of variation. The chart consists of a line graph with the process mean and control limits, which are calculated based on historical data. QC teams use control charts to maintain process stability and to detect any changes in performance that may affect product quality.

Scatter Diagram

A Scatter diagram is a graphical representation of data that shows the relationship between two variables. QC teams use scatter diagrams to identify patterns or correlations between variables that may be affecting product quality. The diagram consists of a series of points that represent data pairs, with one variable plotted on the X-axis and the other on the Y-axis. QC teams use scatter diagrams to identify the direction and strength of the relationship between variables, which can help them make informed

Read More: Quality cirlce in Total Quality Management

Training Deliverables

Upon completing our quality circle training, participants will receive:

• Comprehensive training materials for reference and further learning.
• A certificate of completion, recognizing their commitment to quality circle training.
• Tools and templates to assist in forming and facilitating quality circles.
• Ongoing support and access to resources for continued learning and improvement.

Duration Of Training

The quality circle training can be planned for one day or for 2 day. All training program of green dot are customized and result oriented.

Q. What are the benefits of using seven QC tools?

A. Seven QC tools help organizations identify quality-related issues, analyze data, and take corrective actions to improve the quality of products or services.

Q. What is the role of Quality Circle in TQM?

A. Quality Circle is an essential component of TQM that helps organizations to improve the quality of products or services continuously.

Q. Who can participate in Quality Circle?

A. Employees at all levels can participate in Quality Circle.

Q. What are the primary objectives of Quality Circle?

A. The primary objectives of Quality Circle are to identify quality-related issues, analyze data, and take corrective actions to improve the quality of products or services.

Q. What are the steps involved in Quality Circle?

A. The steps involved in Quality Circle are identifying the problem, collecting and analyzing data, identifying the root cause of the problem, generating solutions, implementing the solutions, monitoring the results, and standardizing the process.

Conclusion:

In conclusion, Quality Circle is an essential component of every organization that aims to improve the quality of products or services continuously. The seven QC tools are an

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Quality circles _______ problem solving capability.

Quality circles _______ problem solving capability. Correct Answer Create

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A problem in mathematics is given to three students a, b and c. if the probability of a solving the problem is 1⁄2 and b not solving it is 1⁄4. the whole probability of the problem being solved is 63⁄64 then what is the probability of solving it, a line cuts two concentric circles. the lengths of chords formed by that line on the two circles are 4 cm and 16 cm. what is the difference (in cm2) insquares of radii of two circles, which of the following statements best describe the quality circles i. it is a form of participation management. ii. it is a human resource development technique. iii. it is a problem-solving technique., a new topic named problem solving was also introduced and it was decided that 10% time of all topics except arithmetic will be devoted to it. what will be thecentral angle (in degrees) made by problem solving in the new pie chart, in the following questions, the sentence given with blank to be filled in with an appropriate word. select the correct alternative out of the four and indicate it by selecting the appropriate option. management is a set of _____ that can keep a complicated system of people and technology running _____. the most _____ aspects of management include planning, budgeting, organizing, staffing, controlling and problem solving. leadership is a set of process that creates organization in the first place or adapts, them to _____ changing circumstances. leadership defines what the future should look like, aligns people with that _____ and inspires them to make it happen despite the obstacles. the most _____ aspects of management include planning budgeting, organizing, staffing, controlling and problem solving., consider the below statements. (i) quality is defined as fitness for the purpose at the lowest cost (ii) quality is a grade of the product in appearance, performance, life, reliability, taste, odour, maintainability etc (iii) quality is the degree to which a specified product is preferred over competing products of equivalent grade, based on the comparative test by customers, normally called as customer’s preference (iv) quality is a measure of the degree of the general excellence of the product (v) quality may be defined as the degree of conformance to design and specifications which of the above statements are correct, in the following passage some of the words have been left out. read the passage carefully and choose the correct answer for the given blank out ofthe four alternatives. the conditions ______ which democracy can _______ are _______ to ________ ; but one thing is _______ that democracy is always a slow growth, whereasdictators may _____ to ______ and _______ a new _______ with dramatic success, under _______ conditions. which democracy can _______, in the following passage some of the words have been left out. read the passage carefully and choose the correct answer for the given blank out ofthe four alternatives. the conditions ______ which democracy can _______ are _______ to ________ ; but one thing is _______ that democracy is always a slow growth, whereasdictators may _____ to ______ and _______ a new _______ with dramatic success, under _______ conditions. are _______ to, in the following passage some of the words have been left out. read the passage carefully and choose the correct answer for the given blank out ofthe four alternatives. the conditions ______ which democracy can _______ are _______ to ________ ; but one thing is _______ that democracy is always a slow growth, whereasdictators may _____ to ______ and _______ a new _______ with dramatic success, under _______ conditions. but one thing is _______ that democracy is always a slow growth,, in the following passage some of the words have been left out. read the passage carefully and choose the correct answer for the given blank out ofthe four alternatives. the conditions ______ which democracy can _______ are _______ to ________ ; but one thing is _______ that democracy is always a slow growth, whereasdictators may _____ to ______ and _______ a new _______ with dramatic success, under _______ conditions. and _______ a new.

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250+ top mcqs on quality circles – 1 and answers.

Total Quality Management Multiple Choice Questions & Answers (MCQs) on “Quality Circles – 1”.

Answer: a Clarification: Quality circle is also known as Quality Control Circle. It is a small voluntary group of employees and their supervisors comprising of around 6 to 10 members.

Answer: a Clarification: Quality circle is a participative management system. In quality circle, workers make suggestions and improvements for the betterment of the company.

Answer: d Clarification: Human resources circle, productivity circle, and excellence circle are the other alternative names of quality circle. Quality circles are also known by the names Small groups and Action circles.

Answer: a Clarification: Quality circle identifies analyses and solves quality, cost reduction and any other problem in their work area. They meet regularly and discuss organizational methods that will help in improving the performance of their work life.

Answer: d Clarification: The following are the attributes of Quality Circle. It is a form of participation management, it is a human resource development technique, and it is a problem solving technique.

Answer: c Clarification: Quality circle promotes job involvement. It is a small voluntary group of employees and their supervisors comprising of around 6 to 10 members. The employees are from the same work area or doing similar work.

Answer: a Clarification: Quality circles create problem solving capability. A problem is looked at in a holistic manner. This enables the problem to be solved considering all the dynamics

Answer: a Clarification: Quality circle develops greater awareness for safety. As quality is given utmost priority hence best quality, low cost and highly safe products are made.

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• Which of the following is not an objective of quality circle?
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• ……………………..is an organized creative approach which has its objective, the efficient identification of unnecessary cost—cost which provides neither quality nor use nor life nor appearance nor customer features.
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