content• Meaning• Major Attributes/concepts• Objectives• Structure of QC• Benefit and Limitation
Quality CircleQuality Circles were started in Japan in 1962 ( Kaoru Ishikawahas been credited for creating Quality Circles) as another methodof improving quality.Prof. Ishikawa, who believed in tapping the creative potential ofworkers, innovated the Quality Circle movement to give Japaneseindustry that extra edge in creativity.
What is a Quality Circle?A QC is a voluntary group of employees who perform similarduties and meet at periodic intervals, often with management, todiscuss work-related issues and to offer suggestions and ideas forimprovements, as in production methods or quality control.It is a participatory management technique that enlists the helpof employees in solving problems related to their own jobs.
Major Attributes of Quality Circle/concepts1. Quality Circle is a form of participation management.2. Quality Circle is a human resource development technique.3. Quality Circle is a problem solving technique.
1.Self development 15.Reduce 2.Mutual absenteei development sm 14.Particip 3.Quality ation 13.Involve 4.Communic ment ation12.Link all 5.Waste people reduction 11.Team 6.Job building satisfaction 10.Problem 7.Cost solving reduction 8.Producti 9.Safety vity
Sequential Steps of Quality Circle1. Problem identification: Identify a number of problems.2. Problem selection : Decide the priority and select the problem to be taken up first.3. Problem Analysis : Problem is clarified and analyzed by basic problem solving methods.4. Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions.
5. 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.6. 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.7. Present solution to management circle members present solution to management fore approval.8. Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale.
Top Managment Steering CommitteeCoordinating Agency Facilitator Leader Members Non-members
Structure/Elements of Quality Circle– A steering committee: This is at – Coordinator: He may be a the top of the structure. It is Personnel or Administrative headed by a senior executive and officer who co-ordinates and includes representatives from the supervises the work of the top management personnel and facilitators and administers the human resources development programme. people. It establishes policy, plans • Facilitator: He may be a and directs the program and meets usually once in a month. senior supervisory officer. He coordiatesthe works• Top management: Influences the succesful implementation-To of several quality circles convey its policy of quality to its through the Circle employees and encourage them leaders. to form quality circles-financial support etc.,
Structure of Quality Circle– Circle leader: Leaders may be – Circle members : They may be from lowest level workers or staff workers. Without circle Supervisors. A Circle leader members the program cannot organizes and conducts Circle exist. They are the lifeblood activities. of quality circles.– Non Member : Externally supporter-They realize the benefits of forming circles, they will willingly participapate in the activities.
benefitsThe Quality Circles are expected to develop1)internal leadership2)reinforce worker morale and motivation3)encourage a strong sense of teamwork in an organisation.4)higher quality5)improved productivity6)greater upward flow of information7)broader improved worker attitudes8)job enrichment
limitationsQuality circles often suffer from:1) unrealistic expectations for fast results2) lack of management commitment and support3) resistance by middle management4) resentment by non participants5) inadequate training6) lack of clear objectives7) failure to get solutions implemented.