Quality circles are voluntary groups of employees from similar job roles that meet to identify and solve work-related problems, enhancing overall performance and work life. The concept originated in Japan in the 1960s, emphasizing employee involvement for improved quality and productivity. Key components include voluntary membership, supportive management, and regular meetings, with objectives aimed at using human resources effectively and fostering better employee relations.

1. Introduction
• It is a voluntary group of employees, who are
doing the same or similar type of job, meet
together on a regular’ basis to identify, analyze
and solve their work related problems leading to
improvement in their work, performance and-
enrichment of their work life.
• The number of circle members could vary from 5
to 15 but the ideal size of a circle is 7 or 8
members.
• The number of members should be such that the
circle is effective.

2. History
• The quality circles owe their origin to Dr. Kaoru
Ishikawa, a Japanese Scientist, who conceptualized and
implemented quality circles for improving productivity
in Japan.
• The Japanese realized that the involvement of their
employees at the gross roots level would give the
necessary fillip to achieve better quality standards.
• A massive training programme was organised for
workers, foremen and supervisors, to improve the
quality of work as well as to improve the productivity
of the organisation.

3. History
• The concept of quality circles was evolved and
adopted in Japan in the early 1960s as a result
of compulsion of circumstances at that time.
• Much of the success of the Japanese industry
can be traced to the efforts of Japanese Union
of Scientists and Engineers (JUSE).

4. Concept
• The concept of quality circles has emerged from quality control. Quality
circles are quite popular in Japan and U.S.A. India also attempted to
implement quality circles in many of its organisations.
• Quality circles involve people in solving problems and tap their brain-
power effectively. People and their brains are the most precious resources
for any organisation.
• Every business organisation wants to improve their productivity, but not at
the cost of their people, rather at the expense of wasted time,
unnecessary work and products of poor quality.
• Quality circles involve minds and hands of the people who work for the
organisation.
• People working in the production floor can cut the wastages because only
they know their jobs well, better than anyone else. They will use more of
their untapped brainpower, if they see working cooperatively can improve
communication and quality, cut the wastages and eventually give more job
satisfaction and enjoyment.

5. Objectives
• To develop, enhance and utilize human resources effectively;
• To improve quality of products/services, productivity and reduce
cost of production per unit of output;
• To satisfy the workers’ psychological needs for self-urge,
participation, recognition etc., with a view to motivating them.
Accomplishment of this objective will ensure enhancement of
employee morale and commitment;
• To improve various supervisory skills like leadership, problem
solving, inter-personal and conflict resolution; and
• To utilize individual imaginative, creative and innovative skills
through participation, creating and developing work interest,
including problem solving techniques etc.
• To make use of the knowledge and skills of the workers.
• To develop good relations between workers and managers and
create cordial industrial relations.

6. Key Features
• People Building Philosophy – A quality circle is a homogeneous group. The number of employees in
a quality circle is between six to ten and they generally come from a particular area. It consists of
small group of persons who normally work at the same place and perform similar work. Every
member and the management have the sincere desire to help others to grow and develop. They
must look out for the development and growth of everyone working in the organisation.
• Voluntary Group – No coercion or pressure is brought on any member to join or not to join. Nor
can any member be barred from joining quality circles. Quality circles are voluntary associations of
persons having common cause. Members must understand that quality circles are formed for their
benefit—they are completely free to take or not to take advantages of it.
• Participative Program – Quality circles represent collective effort. Every one working in the
organisation must get a chance to say what is in his mind. Everyone should have interest and value
for the projects chosen for quality circles. The circle as a whole should receive recognition for any
achievements accomplished by it.
• Supportive Management – Quality circles need the encouragement to grow and mature.
Management must be willing to give support, advice and also some commitment in the beginning.
Members normally meet once in a week for about one hour in consultation with the manager. Each
quality circle is managed by an elected leader and the manager/supervisor may act as the leader.

7. Key Features
• To Improve the Performance – Collective and participative efforts must result in
the improvement of quality, productivity and performance. Cost and wastage must
be reduced as a result of quality circles. The whole organisation must gain both
quantitatively as well as qualitatively.
• Enrichment of Worklife – Apart from team culture and attitudinal changes, the
quality circles must result in improved working environment, happier relations and
greater job satisfaction.
• To Identify and Resolve Work Related Problems – Members of quality circles
identify their problems through brainstorming sessions. Then they start analysing
the problems through statistical quality control techniques and problem solving
methods. A unique feature of Quality Circles is that they do not pass on the
decision without interacting with other levels of functional agencies.
• The focus is on quality related problems.

8. Structure of QC

9. Structure of QC
1. Non-Members:
• Quality circle is a voluntary association of persons and all the
employees working in the organisation may not be initially
volunteer to join the quality circles. So non- members (the
employees who have not joined quality circles) do not involve
themselves in the small group activities, but they are also important
for the success of quality circles.
• For any problem identified and resolved by the quality circles, it
would become difficult for them to implement their own
suggestions without the cooperation of the non-members. Non-
members should be enthused to participate in quality circle
activities and gradually change their attitudes and get inclined to
join the quality circles for the betterment of their own
accomplishments as well as the organisational goals.

10. Structure of QC
2. Members:
• Members are the heart of the quality circle program and proper use of
their untapped brainpower is the key to its success. Membership is strictly
voluntary and anyone who wishes to join should be welcomed. Members
for quality circles can come from all parts of the society. There is no
restriction on the membership. But the workers, foremen and supervisors
are best suited for the formal membership of quality circles.
• Members undergo a formal training and start meeting regularly to discuss
work-related problems. They not only identify, analyse and solve the
problems but also ensure implementations of the recommendations, even
if it calls for interaction with other agencies or levels of management.
• Members also contribute towards building a cohesive group culture
through which they intend to achieve the highest standards of
performance. Through their personal conduct and enthusiasm, members
help in propagating the quality circles concept in other areas where they
are yet to be launched.

11. Structure of QC
3. Leader/Deputy Leader:
• The quality circle leader is elected by the circle members. He is
responsible for the circle activities. Quality circle leaders are not
expected to do all the work themselves but to involve all the
members and sharing the task of getting things accomplished. If the
leader is absent, then deputy leader ensures that all the meetings
and other activities go on uninterruptedly.

12. Functions of the leader
The main functions of the leader are:
 Conducting meetings regularly
 Generating enthusiasm for circle activities.
 Acting as link between members and facilitators.
 Keeping the meetings on the right track.
 Training members in problem solving techniques.
 Facilitator – Facilitator is an important link between the quality
circle leader and the steering committee.

13. • 4. Facilitator:
• The facilitator is the coordinator, who really
makes the program of quality circle going. He is
the senior officer of the department where
quality circles are working. He has a crucial role
to play in making the quality circle operation a
success. He is the one who has got the authority
to take decisions himself on the basis of the
recommendations made by the quality circles.

14. Duties of a facilitator
• The main duties of a facilitator are:
• (a) Serving as a quality circle coordinator.
• (b) Training members, leaders and management.
• (c) Initiating the setting up of quality circles by persuading the supervisors.
• (d) Providing feedback to the steering committee regarding the pro-
ceedings and results of the quality circles.
• (e) Helping the quality circles in preparing the presentations, visual aids
etc.
• (f) Acting as an evaluator and reviewer of the quality circle operations and
programs.
• (g) He should be successful in acting as a co-coordinator, coach, promoter,
teacher and innovator.
• (v) Steering Committee – This body is at the highest level that would be
responsible for formulating the objectives and supplying the resources for
he quality circle activities.

15. Steps in Order to Introduce and establish Quality
Circles Programme
1. Constitute a Steering Committee:
• First of all a steering committee is constituted to develop and direct the
quality circle programme in the organization. The committee usually
consists of five to fifteen members. It lays down the objectives of the
programme and formulates the policies that will guide the operation of
quality circles.
• These policies relate to the size of quality circles, functions and scope of
circles, criteria for selection of members and leaders, frequency of circle
meetings, type of management control for circles, non- circle member
relations, evaluation of circles. The steering committee provides the
physical infrastructure for the programme.
2. Select a Coordinator:
• The steering committee selects a coordinator who will be responsible for
the implementation of the quality circle programme. The coordinator
should be a line executive.

16. Steps in Order to Introduce and establish Quality Circles
Programme
3. Implement the Programme:
• The coordinator will implement the programme under the
supervision and guidance of the steering committee.
• Following steps are involved in the implementation of the
programme:
• (a) Choose the name of quality circle – The name should reflect the
objectives of the circle and it should project a good image of the
circle. Unless the name is properly chosen workers may consider
the circle as a management ‘gimmick’ to reduce cost.
• (b) Explain the purpose and function – Explain the purpose and
function of the circle to workers and union representatives. A short-
term orientation/training programme may be organized for this
purpose. A manual may be prepared and distributed for the
guidance of the workers.

17. Steps in Order to Introduce and establish Quality Circles
Programme
• (c) Select facilitators – A facilitator serves as a technical consultant to the
quality circle. He helps a circle in getting started and in overcoming its
problems. He regularly meets the circle members and provides advice to
them. A good facilitator should be able to train people.
• (d) Selecting the leaders – A leader is chosen for each quality circle. The
circle leader conducts the meetings and coordinates the activities of the
circle. He is usually the regular supervisor of the circle members. He must
possess problem-solving skills. His attitude should be of a guide rather
than of a boss.
• (e) Training leaders – The facilitators will train the circle leaders in
conducting meetings and in solving problems. The leaders must be made
to fully understand human relations skills.
• (f) Circle meetings – Quality circle meetings are regularly held every week.
Formal minutes should be kept to provide a permanent record of the
issues discussed, responses generated, and decisions taken.

18. Steps in Order to Introduce and establish Quality
Circles Programme
4. Monitoring Progress:
• At regular intervals the results of the quality
circle programme are carefully monitored. The
shortcomings identified through such review
are eliminated and the programme is refined.

19. Mainly Used Techniques:
(a) Brain storming
(b) Data collection
(c) Pareto analysis
(d) Cause and affect diagram.
(e) Line graphs
(f) Frequency distribution.
(g) Scatter diagram, and
(h) Histograms.

20. Common Limitations:
1. Resistance:
In many companies, there is resistance on the part of employees to implement quality
circles. People resist change fearing that they might have to treat people differently or
listen to them more carefully. The wrong notions of the people about quality circles need to
be cleared. People must understand the basic principles and techniques of quality circles to
make the operation more smoother.
2. Lack of Time:
Many people feel that they are already so busy for their routine jobs and have no time for
quality circle work. They have no time to work harder for the company. But they need to
understand that by giving little extra time in the beginning, they are saving money, avoiding
wastage and improving quality by implementation of quality circle program.
3. Lack of Ability:
Workers in India have a low level of education and initiative. People dislike change and
hesitate to try something new. They need to be educated about the benefits of quality
circles.

21. Common Limitations:
4. Lack of Management Commitment:
The success of any program depends upon the commitment and support of the top
management. Without the top support, employees will be least interested in devoting their
personal time to the quality circles. On the other hand, employees may not be allowed to
hold meetings of quality circles during the working hours. So the work of quality circles
cannot be conducted smoothly without the participation and commitment of the top
management.
5. Non-Implementation of Suggestions:
Employees get disheartened if their suggestions are turned down by the top management.
The suggestions of each quality circle need to be given due weightage, otherwise the
enthusiasm of employees will come down. Every suggestion likely to improve the quality of
work must be implemented by the top management in the right perspective.
6. Negative Attitude:
Negative attitude of the people that ‘why should I help my company’ is also a big hindrance
in the smooth work of quality circles. Many people feel that company is something apart
and close the doors of initiative and creative ideas to improve the quality and productivity
of their company.