Quality Circle

Quality CircleA way to Quality Improvement
INTRODUCTION
Quality circles were originally associated with Japanese management

and manufacturing techniques. The introduction of quality circles in
Japan in the postwar years was inspired by the lectures of W. Edwards
Deming (1900-1993), a statistician for the U.S. government.
Quality Circle is one of the employee participation methods. It implies the

development of skills, capabilities, confidence and creativity of the people
through 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 towards 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.
DEFINITION
Quality Circle is a small group of 6 to 12 employees doing similar

work who voluntarily meet together on a regular basis to identify
improvements in their respective work areas using proven
techniques for analysing and solving work related problems coming
in the way of achieving and sustaining excellence leading to mutual
upliftment of employees as well as the organisation.
It is "a way of capturing the creative and innovative power that lies
within the work force".
PHILOSOPHY
Quality Circles is a people building philosophy, providing self-motivation and

happiness in improving environment without any compulsion or monetary benefits.
It represents a philosophy of managing people specially those at the grass root
level as well as a clearly defined mechanism and methodology for translating this
philosophy into practice and a required structure to make it a way of life.
It is bound to succeed where people are respected and are involved in decisions,
concerning their work life, and in environments where peoples capabilities are
looked upon as assets to solve work-area problems.
The Quality Circle philosophy calls for a progressive attitude on the part of the
management and their willingness to make adjustments, if necessary, in their style
and culture.
CONCEPT
The concept of Quality Circle is primarily based upon recognition of

the value of the worker as a human being, as someone who willingly
activises 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:
Quality Circle is a form of participation management.
Quality Circle is a human resource development technique.
Quality Circle is a problem solving technique.
OBJECTIVE
The objectives of Quality Circles are multi-faced.
a)
Change in Attitude
From "I dont care" to "I do care"
Continuous improvement in quality of work life through
humanisation of work.
b)
Self Development
Bring out Hidden Potential of people
People get to learn additional skills.
c) Development of Team Spirit

Individual Vs Team "I could not do but we did it"
Eliminate inter departmental conflicts.
d) Improved Organizational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.
TRAINING
Appropriate training for different sections of employees needs to

be imparted. Without a proper understanding of the real concept of
Quality Circles, both the workers and management might look at this
philosophy with suspicion. Each group should know beforehand the
commitments and implications involved as well as the benefit that
can be obtained from Quality Circles. Such training comprises of :
Brief orientation programme for top management.
Programme for middle level executives.
Training of facilitators.
Training for Circle leaders and members.
LAUNCHING QUALITY
CIRCLES
The major prerequisite for initiating Quality Circles in any
organisation is the total understanding of, as well as complete
conviction and faith in the participative philosophy, on the part of the
top and senior management. The launching of Quality Circles
involves the following steps:
o Expose middle level executives to the concept
o Explain the concept to the employees and invite them to volunteer
as members of Quality Circles.
o Nominate senior officers as facilitators
o Form a steering committee.

o Arrange training of co-ordinators, facilitators in basics of
Quality Circle approach, implementation, techniques and
operation. Later facilitator may provide training to Circle
leaders and Circle members.
o A meeting should be fixed preferably one hour a week for the
Quality Circle to meet.
o Formally inaugurate the Quality Circle.
o Arrange the necessary facilities for the Quality Circle meeting
and its operation.
PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps as
under:
Problem identification: Identify a number of problems.
Problem selection : Decide the priority and select the problem to be
taken up first.
Problem Analysis : Problem is clarified and analysed by basic
problem solving methods.
Generate alternative solutions : Identify and evaluate causes and
generate number of possible alternative solutions.
Select the most appropriate solution : Discuss and evaluate the

alternative solutions by comparison in terms of investment and return
from the investment. This enables to select the most appropriate solution.
Prepare plan of action : Prepare plan of action for converting the solution
into reality which includes the considerations "who, what, when, where,
why and how" of solving problems.
Present solution to management circle members present solution to
management fore approval.
Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful, implemented
on a full scale.
Select the most appropriate solution : Discuss and evaluate the

alternative solutions by comparison in terms of investment and return
from the investment. This enables to select the most appropriate solution.
Prepare plan of action : Prepare plan of action for converting the solution
into reality which includes the considerations "who, what, when, where,
why and how" of solving problems.
Present solution to management circle members present solution to
management fore approval.
Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful, implemented
on a full scale.
BENEFITS AND LIMITATIONS OF QUALITY CIRCLES

Advantages of quality circles
Increase Productivity
Improve Quality
Boost Employee Morale
Disadvantages/problems with QC
Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to make decisions.
CONCLUSION
Quality Circles are not limited to manufacturing firms only.
They are applicable for variety of organisations where there is scope

for group based solution of work related problems.
Quality Circles are relevant for

factories, firms, schools, hospitals, universities, research institutes,
banks, government offices etc.
Thank You!!

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Quality CircleA way to Quality Improvement

Quality circles were originally associated with Japanese management

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

It also implies the creation of facilitative conditions and environment of work,

Quality Circles have emerged as a mechanism to develop and utilize the

Quality Circle is a small group of 6 to 12 employees doing similar

Quality Circles is a people building philosophy, providing self-motivation and

The concept of Quality Circle is primarily based upon recognition of

It is based upon the human resource management considered as

c) Development of Team Spirit

Appropriate training for different sections of employees needs to

o Form a steering committee.

Select the most appropriate solution : Discuss and evaluate the

Select the most appropriate solution : Discuss and evaluate the

BENEFITS AND LIMITATIONS OF QUALITY CIRCLES

Quality Circles are not limited to manufacturing firms only.

They are applicable for variety of organisations where there is scope

Quality Circles are relevant for

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