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Concept of QUALITY CIRCLES

Voluntary group of employee and supervisor

8-10 members

QC works on the basic of a continuous & on going process in an organization.

In 1960s first quality circle develop.

Developed in Japan, it spread to more than 50 countries.

‘’ Wherever they are, human beings are human being’’. Ishikawa wrote this book in a 1980preface to the English translation of the Koryo.

Middle and upper management the parent-teacher.

wikipedia

A quality circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems.[1] Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to management; where possible, workers implement the solutions themselves in order to improve the performance of the organization and motivate employees. Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes.

Quality Circles are usually characterized as small, voluntary groups of employees set up to meet periodically for such practical purposes as:Pinpointing, examining, analyzing and solving problems in areas including knowledge management, innovation, work relations, quality, productivity, safety, cost, etc.Enhancing communication between employees and management on the above areas Quality Circles can only thrive if management will take action on the recommendations of the Circle. When the management has no interest in participation as is often the case, the Circles simply disintegrate.

Employees want to do a good job.

Employees want to be recognized as intelligent andinterested who like to participate in decision making issues.

Employees want to be better informed about organizational goals and problem.

Employees want recognition and responsibility and a feeling of self esteem.

Rise organization morale

Inspire more effective team

work Promote job

involvement

Create problem solving capability by members of QCs

themselves Promote personal and leadership

development

Improve communication within the

organization Promote cost reductionIncrease employees motivation

ADVANTAGES OF QUALITY CIRCLES

ORGANIZATION8-10

membersSame area

Moderator

TRAININGGroup

ProcessesData

Collection Problem AnalysisPROBLEM ID

List Alternatives Consensus

Brainstorming

PROBLEMANALYSIS

Cause & Effect Data Collection

&Analysis

SOLUTIONProble

m Results

PRESENTAION

Implementation

Monitoring

TOP MANAGEMENTSTEERING COMMITEE

FACILITATOR

LEADERSMEMBER

S

Expose middle level executives to the concept.

Explain the concept to the employees & invite them to volunteer as members of Quality Circle.

Nominate senior officers as facilitators.

Form a steering committee.

Arrange training of coordinators, facilitators in basics of quality circle approach, implementation techniques & operation. Later facilitator may provide training to circle leaders & circle members.

A meeting should be fixed preferably one hour a week for the quality circle to meet.

Formally inaugurate the quality circle.

Arrange the necessary facilities for the quality circle meeting & its operation.

PROCESS OF OPERATION

How to use the concept

Basic Quality Problem Solving

PARETO CHARTDetermine priority for quality improvementactivities

Provide tool for visualizing the pareto principle

Determine which problem should be solve first

Provide a before-and-after comparison

ISHIKAWA DIAGRAM

Referred to as cause-and effective diagram, treediagram, or fishbone diagram

Display the factor that effect a particular quality characteristic, outcome or problem.

Typically result of a brainstorming

The main goal represented by the trunk of thediagram, and primary factor represented as branches.