Quality circles are voluntary groups of employees who meet regularly to discuss work-related issues and propose improvements, initiated in Japan in the 1960s by Kaoru Ishikawa. They focus on participatory management, problem-solving, and human resource development, aiming to enhance quality and productivity. While quality circles offer benefits such as improved teamwork and higher morale, they may face limitations like unrealistic expectations and lack of management support.

1. Quality Circle-
A way to Quality Improvement

2. content
• Meaning
• Major Attributes/concepts
• Objectives
• Structure of QC
• Benefit and Limitation

3. Quality Circle
Quality Circles were started in Japan in 1962 ( Kaoru Ishikawa
has been credited for creating Quality Circles) as another method
of improving quality.
Prof. Ishikawa, who believed in tapping the creative potential of
workers, innovated the Quality Circle movement to give Japanese
industry that extra edge in creativity.

4. What is a Quality Circle?
A QC is a voluntary group of employees who perform similar
duties and meet at periodic intervals, often with management, to
discuss work-related issues and to offer suggestions and ideas for
improvements, as in production methods or quality control.
It is a participatory management technique that enlists the help
of employees in solving problems related to their own jobs.

6. Major Attributes of Quality
Circle/concepts
1. 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.

8. 1.Self
development
15.Reduce
2.Mutual
absenteei development
sm
14.Particip
3.Quality
ation
13.Involve 4.Communic
ment ation
12.Link all 5.Waste
people reduction
11.Team 6.Job
building satisfaction
10.Problem 7.Cost
solving reduction
8.Producti
9.Safety
vity

13. Sequential Steps of Quality Circle
1. 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.

14. 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.

16. Top
Managment
Steering
Committee
Coordinating
Agency
Facilitator
Leader
Members
Non-members

17. 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.,

18. 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.

20. benefits
The Quality Circles are expected to develop
1)internal leadership
2)reinforce worker morale and motivation
3)encourage a strong sense of teamwork in an
organisation.
4)higher quality
5)improved productivity
6)greater upward flow of information
7)broader improved worker attitudes
8)job enrichment

22. limitations
Quality circles often suffer from:
1) unrealistic expectations for fast results
2) lack of management commitment and support
3) resistance by middle management
4) resentment by non participants
5) inadequate training
6) lack of clear objectives
7) failure to get solutions implemented.