QC Final Report

8/9/2019 QC Final Report

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Project on QUALITY CIRCLES

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1.1 INTRODUCTION TO QUALITY CIRCLE

A QUALITY CIRCLE is a volunteer group composed of workers (or even

students), usually under the leadership of their supervisor (but they can elect a team

leader), who are trained to identify, analyse and solve work-related problems and

present their solutions to management in order to improve the performance of the

organization, and motivate and enrich the work of employees. When matured, true

quality circles become self-managing, having gained the confidence of management.

Quality circles are an alternative to the dehumanising concept of the division of

labour, where workers or individuals are treated like robots. They bring back the

concept of craftsmanship, which when operated on an individual basis is uneconomic,

but when used in group form (as is the case with quality circles), it can be devastatingly

powerful and enables the enrichment of the lives of the workers or students and creates

harmony and high performance in the workplace.

Typical topics are improving occupational safety and health, improving

product design, and improvement in the workplace and manufacturing processes. The

term quality circles derive from the concept of PDCA (Plan, Do, check, Act) circles

developed by Dr. W. Edward Deming. Quality circles are not normally paid a share of

the cost benefit of any improvements but usually a proportion of the savings made is

spent on improvements to the work environment. They are formal groups. They meet at

least once a week on company time and are trained by competent persons (usually

designated as facilitators) who may be personnel and industrial relations specialists

trained in human factors and the basic skills of problem identification, information

gathering and analysis, basic statistics, and solution generation.

Quality circles are generally free to select any topic they wish (other than those

related to salary and terms and conditions of work, as there are other channels through

which these issues are usually considered). Quality circles have the advantage of

continuity; the circle remains intact from project to project. (For a comparison to

Quality Improvement Teams, see Juran's Quality by Design.

Quality Circle is one of the employee participation methods. It implies the

development of skills, capabilities, confidence and creativity of the people through


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cumulative process of education, training, work experience and participation. It also

implies the creation of facilitative conditions and environment of work, which creates

and sustains their motivation and commitment toward work excellence. Quality Circles

have emerged as a mechanism to develop and utilize the tremendous potential of people

for improvement in product quality and productivity.

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 using proven techniques for analyzing and solving work related

problems coming in the way of achieving and sustainingexcellence leading to mutual

up liftmen of employees as well as the organization. It is "a way of capturing the

creative and innovative power that lies within the work force".

The concept of Quality Circle is primarily based upon recognition of the

value of the worker as a human being, as someone who willingly activates on his job,

his wisdom, intelligence, experience, attitude and feelings. It is based upon the human

resource management considered as one of the key factors in the improvement of

product quality & productivity. Quality Circle concept has three major attributes:

a. Quality Circle is a form of participation management.

b. Quality Circle is a human resource development technique.

c. Quality Circle is a problem solving technique

Before launching the QC

We Need Support from union Support from management Support from workmen


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HISTORY OF QUALITY CIRCLE

Quality circles were first established in Japan in 1962; Kaoru Ishikawa has been

credited with their creation. The movement in Japan was coordinated by the Japanese Union

of Scientists and Engineers (JUSE). The first circles were established at the Nippon Wireless

and Telegraph Company but then spread to more than 35 other companies in the first year.

By 1978 it was claimed that there were more than one million Quality Circles involving some

10 million Japanese workers. There are now Quality Circles in most East Asian countries; it

was recently claimed that there were more than 20 million Quality Circles in China. Quality

circles have been implemented even in educational sectors in India, and QCFI (Quality Circle

Forum of India) is promoting such activities.

However this was not successful in the United States, as it (was not properly

understood and) turned out to be a fault-finding exercise although some circles do still exist.

Ref Don Dewar who together with Wayne Ryker and Jeff Beardsley first established them in

1972 at the Lockheed Space Missile Factory in California. There are different quality circle

tools, namely:

The Ishikawa or fishbone diagram - which shows hierarchies of causes contributing toa problem

The Pareto Chart - which analyses different causes by frequency to illustrate the vitalcause,

Process Mapping, Data gathering tools such as Check Sheets and graphical tools suchas histograms, frequency diagrams, spot charts and pie charts

ObjectivesofQCC

To Create a Pleasant Working Environment through:Improved MoraleImproved Interpersonal RelationshipBetter TeamworkBetter Communication

To Upgrade Personnel through:Training on Problem-Solving TechniquesIncreasing Individuals Knowledge and Creativity


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To Motivate Workforce through:Opportunities for Employees to Utilize Their TalentsRecognition Given for Achievements

To Improve Overall Company Performance in the Long Term through:Higher ProductivityBetter Quality Products/ServicesSmoother WorkflowReduced Costs, Increase Revenue, etc ...

Basic PrincipleofQCC: QCC is based on the following basic principle

Workers are recognized as the most valuable resources along with other managementresources

Development of workers as useful members of the department/office Participation andsupport from all levels

Team work Constant encouragement of creativity The projects are related to daily work.

Topics to be Discussed by QCCs

Quality Delivery Time Housekeeping Cost Service Time Safety


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QC process

Problem

identification

Problem

selection

Problem

analysis

Generate

alternative

solutions

Selectbest

solution

Prepareplan

of action

Present

solutionto

management

Implemen

tation

Review and

followup


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QC structure


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Top management;

The success of the quality circles depends solely on the attitude of the Top

management and plays an important role to ensure the success of implementation ofquality

circles in the organization.

Steering committee:

Steering committee will organize the people who are involving in the QCC, setting

objects to the project and plan and direct and control the team.

Functionsofsteering committee:

Establishing Q.C Objectives Developing the Q.C. Policy Selecting the facilitators Establishing the method of recognition Establishing the promotion & publicity plan Reviewing and evaluating the activity Establishing training materials, methods and updating by continuous review Attend all circle presentations Promote Q.C. Activities through Out the organization Interact with the circles facilitators for the smooth and successful functioning of

quality circles

Co-ordinator:

Coordinator also acts as facilitators is an individual responsible for Coordinating and

directing the quality circles activities within an organization and carries out such

functions as would make the operations of quality circles smooth, effective and self-

sustainable.

Facilitator:

Facilitator also acts as a catalyst, innovator, promoter and teacher and is nominated by the

management.


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FunctionsofFacilitator:

Forms link between the circle and The rest of the organization. Works closely with the steering committee. Continuously coach the circle leader Trains circle leader Help the leader during training of the members Maintain circle records Prepares for presentation, like papers, visuals Prepares training materials Organize circle meetings.

What are the precautions a facilitatorshould takefor thesuccessof the QC activities?

DO NOT IMPOSE DECISION OR FEELINGS ON OTHERS DO NOT WORK ALONE DO NOT AVOID PEOPLE EXPLAIN CONVINCINGOF MANAGEMENT DECISIONS TO MEMBERS KEEP UP PROMISES REGARDING MEETINGS AND WORK DO NOT ARGUE, BUT DISCUSS IN THE GROUP DO NOT COMPLAIN OR CONDEMN OR CRITICIZE IN PUBLIC NEVER DENY TO ANYONE IN THE CIRCLE

CIRCLELEADER:

Selected by the circle members, He must be in the rank of supervisor or a very senior

operator.

FUNCTIONS OF A LEADER:

Generate enthusiasm for circle activities Ensure the weekly meetings periodically Make use of the guidance and assistance of facilitator Be responsible for circle records Create interest on Q.C. growth Teach and train the circle members Kind co-ordination with non-members


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DUTIES OF A LEADER:

Schedule circle meetings Decide time frequency and duration of the circle meeting Record the minutes of each meetings Maintain the members attendance log Maintain the members status record Planning for the next meeting Identification of problems Ensure that the problems are work related problems Ensure the participation of all members Preparation of presentation meetings Records the minutes of each meetings Sincere and interested in circle activities

MEMBERS:

Membersof the quality circles are the small group of people from the same work area or

doing similar type of work whereas non-members are those who are not members of the

quality circlebut may be involved in the circlerecommendation.

Most important person in the entire structure Heart of the circle Strictly voluntary Anyone in workshop can join

Functionsofmembers:

Attending meetings regularly; Directing their efforts towards solving work-related problems; Identifying problems, contributing ideas, undertaking research and Investigation

(where necessary) and assisting the QCC in problem-solving.

Participating in management presentations


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HOWARETHEPROBLEMSORPROJECTSIDENTIFIEDBYTHECIRCLE?

SUGGESTIONS FROM THE CIRCLE MEMBERS SUGGESTIONS FROM THE CO-WORKERS SUGGESTIONS FROM THE OTHER CIRCLES HOWEVER THE CIRCLE HAS THE ABSOLUTE AUTHORITY TO IDENTIFY AND SELECT

THE PROBLEM THAT THEY WANT

BRAIN STROMING:

Brain storming is a

GROUP PARTICIPATIVE TECHNIQUE IT UNLOCKS AND DISCLOSES THE UNTAPPED CREATIVE TALENTS AND RESOURCES IN

PEOPLE

IT IS A TECHNIQUE FOR GENERATING THE GREATEST POSSIBLE NUMBEROF IDEAS THE IDEAS ARE SPARK ENTHUSIASM AND ORIGINALITY

PURPOSE OF PRESENTATION MEETINGS:

IMPROVE THE COMMUNICATIONS BETWEEN THE MANAGEMENT AND EMPLOYEES TO CREATE THE RELATIONSHIP AMONGST ALL THE PEOPLE IN THE ORGANIZATION TO RECOGNIZE QUALITY CIRCLE MEMBERS EFFORTS.

WHAT ARE THE POTENTIAL PIT FALLS FOR THE FAILURE OF Q.C

Lack of training Un-trained and ill-trained persons in the circle Lack of active involvement from the leaders and facilitators Dominations by few members Expecting quick result Emphasizing on tangible results at the initial stage Circle meetings not being productive Lack of training Un-trained and ill-trained persons in the circle Lack of active involvement from the leaders and facilitators Dominations by few members


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Expecting quick result Emphasizing on tangible results at the initial stage Circle meetings not being productive Choosing problem which are too difficult to tackle by circle Choosing problem requiring the help to outside agencies Setting un-realistic goals Failure to expose the peripheral services, like designs, engineering, methods, purchase

and marketing etc.

In sufficient support from the management Poor Union relationship


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1.1 INDUSTRY PROFILE

The Indian auto components industry is one of the Indias sunrise industries

with tremendous growth prospect. From a low key supplier providing components to the

domestic market alone, the industry has emerged as one of the key auto components center in

Asia and is today seen as a significant player in the global automotive supply chain. India is

now a supplier of a high value and critical automobile components to leading global auto

makers such as General Motors, Toyota, Ford, and Volkswagen amongst others.

Automobile engine refers to a fuel-consuming machine or device that is used

for propelling automobiles, airplanes, tractors, buses, two wheelers, cars etc. Engine is an

integral component of a vehicle that transforms chemical energy in fuel into mechanical

energy for power. Usually, automobile engines make use of four strokes to turn chemical

energy into mechanical energy with the help of combustion of gases or hydrocarbon fuel.

The global auto components industry is likely to touch US $19

Trillion by 2015, of which around 40% (US $70 billion) is likely to be supplied from cost

effective countries like India. Even though Indias share in the global auto components trade

worth US $185 billion was only 0.4% in 2007, India is projected to become one of the

leading 5 auto components economics by 205

In the recent times, the global slowdown of car sales in US, EU and Asian Car

markets has been affecting the Indian auto component industry and the industry has seemed

some rough weather. It also faces a significant challenge from cheap Chinese products.

However, industry experts believe things are going to look up soon. The

sectors growth rate fell to 6% during April July, 08, but according to the Automotive

Components Manufacturers Association of India (ACMA), export growth is likely to

rebound to above 12% in the near future.

Further, the World Trade Organization (WTO) has recently given a ruling

against the imposition of 25% import duty on auto parts by China. Indian auto components

manufacturers stand to gain significantly from the ruling as any cut in the Chinese market and

give them more access to the Chinese market.


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Indian Automobile Components Industry has been making rapid strides

towards the achievement of world class Quality Systems by imbibing ISO9000/QS9000

Quality Systems. Till now 2300 companies in ACMA membership have been certified to

QS9000 and four companies awarded to ISO14000. The industry has been exporting more

than 10% of its output for the last few years, in the year 1999-2000, industry has exported US

$396 million versus US $333 million in the year 1998-19999. Principal exports item include

replacement parts, tractor parts, motorcycle parts, piston rings, gaskets, engine valves, fuel

pump nozzles, fuel injection parts, filter and filter elements, radiators, gears, lead springs,

break assemblies and bearings, clutch facings, head lamps, auto bulbs and halogen bulbs,

sparks plugs and body parts.

Quality:

The industry has been making rapid strides towards the achievements of world

class Quality Systems by imbibing ISO 9000/ISO 14001/QS 9000/TS 16949 Quality

Systems. Till now 555 companies in ACMA membership have been certified to ISO

9001/9002, 180 companies awarded to ISO 14001,386 companies have been certified with

TS 16949, 59 companies have been certified with OHSAS 180014, 11 companies won the

Deming Prize, 1 company won Japan Quality Medal and 4 companies won the JIPM

Excellence award.

Exports:

The industry has been exporting around 20% of its output and growing at the

rate of 25%. In the year 2007-08, industry has been exported US $3.6 billion versus US $2.9

billion in the year 2006-07. Principal export items include replacement parts, tractor parts,

motorcycle parts, piston rings, gaskets, engine valves, fuel pump nozzles, fuel injection parts,

filter and filter elements, radiator, gears, leaf springs, break assemblies and bearings, clutch

facings, head lamps, auto bulbs and halogen bulbs, sparks plugs and body parts.


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At present, India Is the Worlds:

Largest tractor and three wheel vehicle producer. Second largest two wheel vehicle producer Fourth largest commercial vehicle producer Eleventh largest passenger car producer

Auto Components:

This industry grew by over 28% between 1995 and 1998 and has been

sustaining double digit growth, clocking 16% in 2004-05 and 15% in 2005-06. The Indian

auto component industry is quite comprehensive with around 500 firms in the organized

sector producing practically all automotive components; there are more than 10000 firms

total. Indias components industry now has the capability to manufacture the entire range of

auto components, for example, engine parts, drive, transmission parts, suspension and

breaking parts, electrical, body and chassis parts, equipments, etc.

Charting the Growth Path:

The spiraling demand from domestic and international auto companies has

seen this sector emerging as on e of the fastest growing manufacturing sector in India. As per

an ACMA report, the turnover of the auto component industry was estimated at over US $18

billion in 2007-08, an increase of 27.2% since 2002. It is likely to touch US $ 40 billion by

2015-16.

In 2006-07, the auto component sector saw sales worth around US $15 billion,

with US $2.8 billion as exports. Investments in the auto component industry were estimated

at US $7.2 billion in 2007-08, showing a rise of 21.7% since 2002. It is likely to touch US

$20.9 billion by 2015-16, with an increase of 14.2% since 2007. Exports of auto components

were growing at the rate of 35% during 2002-07 and touched US $3.6 billion in 2007-08. It is

estimated to reach around US $20-22 billion by 2015-16. A majority of Indian exports are

sent to Europe and North America.


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Automotive Technology MissionofIndia:

Indian automotive industry is contributing a significant portion to overall

Indias GDP. This sector is growing and promising a lucrative future. Automotive sector also

provides wide business and employment opportunities. Indian automotive industry, today, is

in a transition stage. In the past, operating in license regime. Indian automotive industry has

been accustomed to buying most of its technology needs from outside and did not give much

importance to development of indigenous technology.

With the liberalization of economy, the decades old monopolistic environment

of the Indian automotive industry where only a handful of vehicle models were available with

a long waiting list, gradually gave way to a highly competitive, complex and rapidly

changing market which was not limited to domestic market alone. Today the numbers of

vehicle models available are more than hundred and not a month goeswithout offerings of

newer and more advanced model. Today the market is customer driven with performance,

cost, fuel economy and reliability being the key drivers.

At the same time the government of India has force Indian automotive

industry (and will continue to do so in future) more stringent emission regulations

technologies. The market has solely become a technology driven market where MNCs are

using technology forcing as a route to keep their market share. Thus the need for Indian

automotive industry to develop/acquire a range of new technologies in a very short time has

never seen so acute. This situation will continue to be so in future as well.

Auto Component Manufacturing Hubs:

The main automobile components manufacturing hubs in India are situated in

Chennai, Pune and Guraon. The magnitude of the Indian auto component manufacturing

industry stands at Rs.25000 crore ($5 million approx.) Though relatively small, the Indian

auto component manufacturing industry due to a huge talent pool of skilled automotive

engineers and access to the latest technologies has a great potential to emerge as a big player

in the near future.


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Used Car Component Manufacturers:

Those customers eager to buy used cars can revamp their car with used car

components. Used car components include Engine Parts, Steering Parts, Suspension and

Brake Parts and Electrical Parts. There are a number of ways to sell a used car i.e., through

owners, car dealerships, car agents, car rental companies at nominal rates. According to the

Automotive Component Manufacturers Associations of India (ACMA), the domestic Indian

auto manufacturing industry is heading for a whopping 18% growthin the coming years

compared to the export market which is estimated to reach $2.7 billion by the year 2010.

Camshaft:

Camshaft is a type of rotating device or apparatus used in piston engines for

propelling or operating poppet valves. Camshaft comprises of series of cams that regulates

the opening and closing of valves in the piston engines. The camshaft works with the help of

a belt, chain and gears.

Engine Valve:

Automobile engine valves are devices that regulate the flow of air and fuel

mixture into the cylinder and assist in expelling exhaust gases after fuel combustion. They are

indispensable to the system of coordinated opening and closing of valves, known as valve

train. Engine valves are made from varied materials such as Structural Ceramics, Steels,

Super alloys and

Titanium alloys. Valve materials are selected based on the temperatures and pressures the

valves are to endure.

Piston:

Piston is a cylindrical plug which is used for moving up and down the cylinder

according to the position of the crankshaft in its rotation. Piston has multiple uses and

functions. In the case of four-stroke engine the piston is pulled or pushed with the help of

crankshaft while in the case of compression stroke, piston is pushed with the powerful

explosion of mixture of air and fuel.


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Valve Train:

Valve Train consists of various components and parts, which enables valves to

operate and function smoothly. Valve train comprises of three main components: camshafts,

several components which are used for turning the camshafts rotating movement into

reciprocating movement, and lastly valves and its various parts.

The primary components of valve train are:

Tappet Valve Timing System Rocker Arms

Destination in India:

Investment in the Indian automobile components industry is witnessing

continuous growth. Investments grew at a compound annual growth rate (CAGR) of 21.7%

during 2002-07 and were worth US $7.2 billion in 2007-08. ACMA expects investments to

grow at a CARG of 4.2% during 2007-2015 and reach US $20.9 billion by 2015.


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1.3 COMPANY PROFILE

RANE was founded in 1929 as Rane Private Ltd., trading in Automobiles Parts.

In 1959 ENGINE VALVES LTD was established for manufacturing Internal

Combustion engine valves. RANE EVL is a part of 800 crores RANE group of

companies. The company commenced manufacturing of valves on 1959 in

collaboration with Farnborough Engineering Company, UK(1959-1973). The first

export order to standard engine valves ltd on 1968, which was distinguished track

record of REVL. In 1982 REVL, commenced first medical plant in Hyderabad. In 1989

REVL commenced shop 3 at Chennai plant. In 1993 REVL created its own R&D

facility in Chennai. The main product range of RANE Engine Valves are valves, valves

guides, Camshafts, Tappets. In 1998 the name of the company has been changed toRANE engine valves LTD., after the merger of EVL.

REVL is the leading manufacturer of Engine Valves and Valve Train

components in India. Valves are being exported throughout the globe. The ISO

9001/TS 16949 certificated from RWTUV, Germany shows the effective quality

system being practiced.. The average production per day is 46000. As at the end of

March 2005, the total number of employees stands at 860. RANE plant 1 is located in

Chennai its main product is engine valves, the annual capacity is about 15 Million and

total area in Sq.mts is about 56500. Build up area is about 18860 sq.mts. REVL total

market share in India is about 60 %.

REVL is rapidly expanding its businesses and operations. With the increase in

number and size of companies, locations and employees and changes in rules,

regulations and laws governing business enterprises, there is a need to formalise the

Ethical Standards of behaviour applicable to all RANE Managers.


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PROCESS IN RANE EVL:

The item of manufacture is inlet and exhaust valves for IC Engines. All four-

stroke engines are fitted with valves. All two- stroke engines do not have valves but

they are fitted with ports. The purpose of inlet valves is to allow the entry of the fuel to

the combustion chamber and the exhaust valves allows the exhaust gases from the

combustion chamber role in improving the fuel efficiency of the engine and it is a

critical path.

The following is the general sequence of operations in the manufacture of avalve. The

raw material is received in long base of around 4000mm long.

Bar cut off and grinding on diameter Upsetting and forging Heat treatment Rough grinding Matching like turning Special process like chrome-plating tuff triding etc Final grinding Packing Dispatch

PLANT DETAILS:

PLANT 1 AT CHENNAI

PLANT 2 AT HYDERABAD

PLANT 3 AT PONNERI

PLANT 4 AT HYDERABAD

PLANT 5 AT TRICHI

RANE POLICY:

We will comply fully with all laws governing our operations and conduct our affairs in

accordance with the highest ethical and legal standards.


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Compliance with this policy means not only observing the law but also conducting the

companys business at all its locations in such a manner as to ensure that RANE is recognised

as an ethical, law abiding corporate citizen. The spirit of this policy demands that the

company maintains a high degree of integrity in its interactions with all its constituents-

customers, employees, shareholders, suppliers etc.

MISSION & VALUE:

Provide superior products and services to our customers and maintainmarketleadership.

Evolve as an institution that serves the best interests of all stakeholders. Pursue excellence through Total Quality Management. Ensure the highest standards of ethics and integrity in all our actions.

VISION:

We will ensure the highest standards of business ethics and integrity in all our actions.

We believe this to be vital to the success of the RANE enterprise. We encourage every

employee to share this value.

QUALITY POLICY:

REVL is committed to deliver superior customer value by continuously improving its

processes and systems through cross-functional management and Total Employee

Involvement.

Total Employee Involvement (TEI)

Quality circles Suggestion scheme Cross functional team 5-S

SERI (sorting/clearing up) SETIO N (systematising/organizing) SEISO (shining/cleaning) SEIKETSU (standardising) SHITSUKE (training & discipline)


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OBJECTIVES OF REVL:

The corporate objective of REVL is To maintain the leadership position in India in

both OEM and after-market sectors and o become a TQM Company and emerge as a major

player in the International market supplying products and services of outstanding quality.

QUALITY CERTIFICATION:

REVL has consistently maintained a zero warranty failure level for the last 6 years

Our continuous journey towards excellence

DEMINING AWARD -2005

(Japan quality medal)

TS 16940 - 2003

IOS 14001 - 2001

QS 9000 -2000

ISO 9001 - 1997


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About Deming prize:

William Edwards Deming (October 14, 1900 December 20, 1993) was

an American statistician, professor, author, lecturer, and consultant. Deming is widely

credited with improving production in the United States during theCold War, although

he is perhaps best known for his work in Japan. There, from 1950 onward he taught top

management how to improve design (and thus service), product quality, testing and

sales (the last through global markets) through various methods, including the

application of statistical methods.

Deming made a significant contribution to Japan's later reputation forinnovative high-

quality products and its economic power.

He is regarded as having had more impact upon

Japanese manufacturing and business than any other individual not of Japanese

heritage. Despite being considered something of a hero in Japan, he was only just

beginning to win widespread recognition in the U.S. at the time of his death.

This is the DEMINING prize given by JUSE

TQM is the foundation. Conferment of Deming Application Prize for four

companies is an important milestone. At Rane group pursuing excellence is a

continuous journey.


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MAJOR DOMESTIC CUSTOMERS:

LML Bajaj Auto Limited Cummins India Eicher Motors Enfield India Escorts Hyundai Motors Fiat India Simpson Hero Honda Motors Hindustan Power Plus L & T John Deere Hindustan Motor Kinetic Engineering Tata Cummins Ashok Leyland Mahindra & Mahindra Telco Maruti Udyog (Suzuki) TVSMotors Swaraj Mazda Yamaha Motors

MAJOROVERSEASCUSTOMERS:

DEUTZ, GERMANY CASE NEW HOLLAND, UK LISTER PETTER, UK PERKINS, UK ELGIN WORLD TRADE, US MSI MOTORS, GERMANY NASON, AUSTRALIA PRECISION PARTS, US TORKAMAN, IRAN


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DETAILS OF THE PRODUCT

The current Technical Collaborator is TRW, Inc., USA Leading manufacturer of

Engine Valves and Valve Train components in India .

Material:

Martens tic & Austenitic grades of Valve steels and super alloys.

Special Features:

Hard faced seat Bi-metal construction Satellite, button-welded, and pattern-hardened tappet end Spiral-polished under-head Chrome/ Nitride finish


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Products

Engine valve

Valve Guide

Tappets


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2. RESEARCHMETHODOLOGY

2.1 Needfor thestudy

To know the role of QC in organization. To know what are the tools in QC. To know the QC teams are made independently or any force. To know why an organization is following QC.


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2.2 Objectsof thestudies:

To know structure of the QC To know what is the role of HR in QC meetings To know QC members are trained in QC tools or not To know how the top management will involve in QC. To know the problem solving capability of members. To check the involvement and interest of members.


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SOURCES OF DATA:

Data for this study was obtained by a study specially designed to fulfil the

data needs of the problem at hand. Such data are original in nature, that is the primary

data and data, which are not originally collected but rather obtained from published or

unpublished sources, are the implementation data (secondary data).

In the present study both primary and desk research on the implementation data

was used. The records from the various departments like heat treatment, forge shop 1,

2 &3, Machine shop etc. were referred. Different periodicals like journals, companys

literature on quality control circle served as the secondary sources.

Structured Questionnaire method was administered to collect the primary data.

RESEARCH DESIGN:

Research design is the plan, structure, and strategy of investigation conceived

so as to obtain answers to research questions. Research design adopted for the purpose

of study was descriptive. At the end of sampling establishing relationship between

associated variables has claimed logical conclusions.

PRE-TESTING OF QUESTIONNAIRE:

Before the questionnaire was finalized, pre-testing among 5 QC members was

undertaken. They were asked to respond and evaluate the questionnaire. Thepurpose of

pre-testing was to check whether the purpose of each question was understood and ifnecessary to make the modifications and corrections.


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2.3 METHODOLOGY:

Sampling method

SAMPLE SIZE:

The sample size taken for this project is 95.

DATA COLLECTION PROCEDURE:

Primary data was collected using the questionnaire. The researcher with

meeting the respondents in their respective places did a survey. After establishing a

good rapport the purpose of the interview was explained and the questions were asked

to the respondents. The respondents were assured of maintaining confidentiality so as to

elicit honest and correct responses.

The respondents reference to each question was carefully noted in the

questionnaire. Their perceptions and suggestions were carefully observed and noted.

PERIOD OF THE STUDY:

The primary data were collected from both the supervisors and operators of RANE

Engine Valves Ltd., during the month of May to June 2010.

TOOLS USED FOR DATA COLLECTION:

Various factors about Quality Circle activities were taken into consideration for the

preparation of questionnaire. While framing the questionnaire data was collected in

such a way, so as to elicit the information regarding the following:

Effectiveness of Quality Circle solutions. Conducting regular QC meetings Response among the employees about classification of the QC problems.


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2.4 SCOPE OF THE STUDY

Confined to RANE plant 1, Alandhur The study made by drawing samples from of the operators, facilitators and

leaders of the QC teams.

2.5 LIMITATIONS:

The study could be conducted only in plant-1 and not all the plants of RANEdue to the all the plants of RANE due to the geographical constraints.

Due to the large number of quality control members only 20% of the membersare taken for the study.

Due to regular shift changing less no of samples only taken. More no of qc teams are not well in English while taking sampling.


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3. DATA ANALYSIS AND INTERPRETATIONS:

1. QC meetings are conducted once in, certain time thats showed in below graph.

Interprataiion:

In the survay the result shows that the QC meetings will conducucted once in a 15 days.From this the problems in the company was identified in sloved with dealy.

2. Regularity of members in participation in QC meetings

Interprataiion:In this sample the regularity in participation in QC is very high. By this we will sayemployees having more interest in participate in this event.

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70

80

90

100

YES NO


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3. Records of minutes are maintained properly or not

Interprataion:By this the records are maintained properly. From this records of minutes will used forfuture references.

4. Work assigned by leaders are done by team members

Interprataion:By this we may say that problem identification and solving will do by team leader only.By this we will say that low level people also having capable and power to solve

problem.

0

10

20

30

40

50

60

70

80

90

100

YES NO

0

10

20

30

40

50

60

70

80

90

100

yes no


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5. Problems taken include other issues in addition to quality.

Interpretation:

From this we will say that for maintain quality they will update/add any other issues.By this we will say participants will take any action for quality improvement.

6. Members play an active role in management participation

Interpretation:From this we will say the major people will participate actively.

0

10

20

30

40

50

60

70

80

90

100

YES NO

0

1

2

3

4

5

6

7

8

9

10

veryhigh high moderate low


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7. QC members are trained in QC tools

Interpretation:By this we will say most of the participants is having awarenessabout QC tools

8. Problems are solved in,

Interpretation:By this according to problem size the problem will take the time.

0

10

20

30

40

50

60

70

80

90

YES NO

0

5

10

15

20

25

30

35

40


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9. Solution implemented or monitored ,

Interpretation:By this according to problem size the problem will implemented or monitored.Most of the time solution will implemented and monitored.

10. Has standardisation been done across the plant?

Interpretation:By this if problem solved effectively that process will be the standardised process.

0

10

20

30

40

50

60

70

80

90

100

yes n

0

10

20

30

40

50

60

REGULARLY

OST OF THE TI

ES IRREGULARLY


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11. Motivation of the management for non-members to join QC teams

Interpretation:By this we will say motivation for join in the QC teams is moderate. Its a just

motivation not force.

12. Regular management presentation is conducted

Interpretation:

By this we will say management participation is very high.

0

0

20

2

30

3

40

4

0

HIGH

ODERATE LOW

0

0

20

30

40

0

60

70

80

90

YES NO


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13. Invite speakers to talk on topics relevant to QC's

Interpretation:By this we will say most of the employees will agree that inviting speakers to talk ontopics relevant to QCs. By this we employees may know different ideas.

14. Management selects the QC problem,

Interpretation:By this we will say most of the time management will selects the major problem tosolve (which is giving more scarp).

0

10

20

30

40

50

60

70

80

AGREE DISAGREE

0

5

10

15

20

25

30

35

40

45

50

ALWAYS SO

E TI

ES OCCASSIONALLY


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15. Leaders prepare and follow the agenda of QC

Interpretation:By this we will say most of the time leader will follow agenda of QC. This agenda willhelps to planning the process.

16. Interaction of QC members with their leader's

Interpretation:By this we will say in problem solving and decision making. Members will interact

with leaders to learn decision making techniques.

0

10

20

30

40

50

60

70

80

90

100

YES NO

0

10

20

30

40

50

60

70

80

90

100

REGULAR IRREGULAR,


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17. QC members collect data's for the problems solving

Interpretation:By this we will say that regularly collect the need data from problem itself.

18. QC members take action so that the correct solution is chosen for the identifiedproblem,

Interpretation:By this we will say that always chose the corrective solution by membersonly.

0

10

20

30

40

50

60

70

80

90

REGULAR IRREGULAR,

42

43

44

45

46

47

48

49

50

51

ALWAYS

OST OF THE TI

ES


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19. QC members with assistance from their facilitators should ensure clarity and brevityin the presentation

Interpretation:By this we will say that all employees agree that facilitators are assisting the members.By assisting the members will take good decisions.

20. Distribute copies of the presentation write up amongst the QC members during thepresentation?

Interpretation:By this we will say that during the presentation speakers distribute a hard copy of

presentation.

0

10

20

30

40

50

60

70

80

90

100

AGREE DI

AGREE

0

10

20

30

40

50

60

70

80

90

100

AGREE DI

AGREE


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21. QC meetings takes place on the specified time without fail

Interpretation:By this we will say that most of the time it will happen in specified time sometimes itwill fail due to more production and sometimes may fails by attending some training

programs

0

10

20

30

40

50

60

70

80

yes no


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4. FINDINGS

1)

QC meetings will conduct ones in 10 days.2) QC records will maintain properly for future references.3) QC leaders and members will use brain storming technique to solve problem if the

problem is major the top management will involve.

4) According to the problem size the getting solution will take more/less time.5) The problem was solved effectively that process will be the slandered process.6) If any presentation about QC they will acknowledge about that meeting and

provide specific

7) In this company they will provide separate presentation in Tamizh also foruneducated members.

8) For operators and employees they are providing butter milk in pots maintainsthere body cool.

9) In this company they are having 3 shifts for operators and supervisors they are6am-2pm,

2pm-10pm,

10pm-6pm. and for staff that means HRD, FINANCE and TRAINING

FACULTIES 8am-4pm.


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5.1 CONCLUSION

I conclude that my study on QUALITY CIRCLES in RANE engine valve ltd was

successfully completed. In QC teams & members are made by voluntarily thats why all the

members are gave positive results about QC process and procedure.


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7. ANNEXURE

Questionnaire

Dear participant,

Please indicate your response in the appropriate options given in the questionnaire. Thisquestionnaire is designed to find out the quality circle activities in your organization.

This is only meant for academic purpose.

This will be kept highly confidential

Thanking you

Yours's sincerely,

S.Nalini Devi

Personal details :

Name :

designation :

department :

years of experience :

1.QC meetings are conducted once in ,(a) < 15 days (b) 15days ( c ) >15days.

2. Do members participate in QC meetings regularly ?

Yes no

3. Records of minutes are maintained properly

Yes no


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4. Problems taken include other issues in addition to quality.

yes no

6. Members play an active role in management participation

(a) very high (b) high ( c ) moderate (d) low

7. QC members are trained in QC tools

yes no

8. Problems are solved in,

(a ) < 1month ,(b) 1-2 months ,(c ) 2-3months, (d) 3months , ( e) > 3months

9. Solution implemented are monitored ,

(a) regularly ,(b) most of the times ,( c ) sometimes,

10. Has standardisation been done across the plant?

yes no

11. Motivation of the management for non-members to join QC teams

(a) high ,(b) moderate ,(c ) low,

12. Regular management presentation is conducted

yes no

13. Invite speakers to talk on topics relevant to QC's

(a) Strongly agree, (b) agree,( c) neither agree nor disagree, (d) disagree,( e) strongly

disagree.

14. Management select the QC problem,

(a) always ,(b) most of the times ,(c) occasionally ,


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15. leaders prepare and follow the agenda of Qc

yes no

16. Interaction of QC members with their leader's

(a) highly regular,(b)regular.

17. QC members collect data's for the problem's

(a) Highly regular, (b) regular ,(c ) sometimes.

18. QC members take action so that the correct solution is chosen for the identified problem,

(a) always,(b)most of the times ,( c ) sometimes,

19. QC members with assistance from their facilitators should ensure clarity and brevity in the

presentation(a) Agree,(b)disagree.

20. Distribute copies of the presentation write up amongst the QC members during the

presentation,

(a) agree,(b) disagree,

21. QC meetings takes place on the specified time without fail

yes no

Documents

QC Final Report