Kaizen refers to continuous improvement practices focused on processes. It originated from Japanese meanings of "change" and "good". Areas of focus for Kaizen include the "5 S's": sorting, simplifying, sweeping, standardizing, and sustaining. Quality circles involve voluntary employee groups that meet regularly to discuss and solve work-related problems. They are intended to improve quality through employee participation. While some companies have successfully implemented quality circles, challenges can include inadequate training, resistance to change, and lack of empowerment for circles to make decisions. Tata Steels in India has grown its quality circle program significantly over the years with over 7500 circles now involving 96% of employees.

1. KAIZEN AND QUALITY
CIRCLES IN TQM

2. WHAT IS KAIZEN??????
Kaizen , Japanese for
"improvement" or "change for
the better" refers to philosophy
or practices that focus upon
continuous improvement of
processes in manufacturing,
engineering, game
development, and business
management.

3. .
EVOLUTION
Masaaki Imai is known
as the developer of
Kaizen.
改 ('kai') KAI means
'change' or 'the action to
correct'.
善 ('zen') ZEN means
'good'

4. AREAS UNDER KAIZEN

5. 5 ‘S’ IN KAIZEN
1.Sorting Keeping only essential items
2.Simplifying Eliminates extra motion.
3.Sweeping Keep the workplace clean
4.Standardizing Standardized work practices
5.Sustaining Maintaining and reviewing
standards

6. QUALITY CIRCLES
Quality circles were developed by Dr, Kaoru
Ishikawa
in Japan in the 1960’s.
Voluntary groups of employees who work on similar
tasks or share an area of responsibility.
They agree to meet on a regular basis to discuss &
solve problems related to work.
They operate on the principle that employee
participation in decision-making and problem-solving
improves the quality of work.

7. STRUCTURE OF QUALITY
CIRCLES
Top management
Coordinator
Steering committee
Facilitator
Leader
Members
Non members

8. PROBLEM WITH
QUALITY CIRCLES
Inadequate Training
Resistance to change
Lack of proper procedure to
implement
Too much suggestion may lead to
confusion and time wastage
Quality Circles are not really
empowered to make decisions

9. COMPANIES
IMPLEMENTING
QUALITY CIRCLES
Honda of America
 Mitsubishi
Toyota
BHEL
 Larsen & Turbo

10. CASE OF QUALITY CIRCLE
Tata Steels, a world leader in the steel
industry started its QC journey way
back in 1990 with a negligible number
of Quality Circles. As per the recent
statistics, the number of quality circles
operating in Tata Steel has risen to
over 7500. It proudly declares that
more than 96% of its employees are
involved in this quality movement.