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  1. 1.  By NINAD CORREIA   Quality Circles
  2. 2.   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 Quality circle definition
  3. 3.   Are a method of continuous quality improvement in an organisation by direct involvement of employees in quality  They operate on the basic principle that employee participation in decision making and problem solving improves the quality of work  They are:  Voluntary group of persons  Meet on regular basis  Work on similar tasks  Share area of responsibility  Solve problems related to work Quality Circles
  4. 4.   Volunteers  Set Rules and Priorities  Decision made by consensus  Organized approach to problem solving  Members of a circle need to receive training  Support of senior management required  Members need to be empowered Characteristics of Quality Circles
  5. 5.   Started in 1962 in Japan  Kaoru Ishikawa is the creator of Quality Circles  Movement in Japan is coordinated by Japanese Union of Scientists and Engineers (JUSE)  In India Quality Circles is promoted by QCFI (Quality Circle Forum of India) History
  6. 6.   Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique. Three major attributes of QC
  7. 7.   Brain storming  Pareto diagrams  Cause and effect analysis  Data collection  Data analysis Basic problem solving techniques
  8. 8.   Increased productivity  Improved quality of work life  Boost employee morale  Enhances creativity  Improved teamwork  Employee involvement Benefits of QC’s
  9. 9.   Inadequate training  Not entirely voluntary  Lack of Top Management interest  Unsure of Purpose  Decision making does not necessarily take place When QC can be ineffective?
  10. 10.   Cross functional teams, members drawn from different departments  IQC communication website- facilitates exchange of experiences & interact  Impart new tools & techniques through workshops & courses  Members can come from suppliers as well - wider scope  Leaders or mentor organization helping other organization Innovation and QC’s (IQC)
  11. 11.  Thank you