Quality circles are voluntary groups of employees led by a supervisor that are trained to identify, analyze, and solve work-related problems to improve organizational performance. They meet regularly to select problems, analyze causes, generate solutions, and present recommendations to management. Quality circles aim to improve product quality, productivity, occupational safety and health, and enrich employees' work by treating workers as valuable human resources and fostering participation and problem-solving. When successfully implemented with management support, quality circles can develop leadership and teamwork while increasing motivation, morale, and upward information flow in an organization.

1. 1
QUALITYCIRCLES
INTRODUCTION
A quality circle is a volunteer group composed of workers
usually under the leadership of their supervisor who are trained
to identify, analyze and solve work-related problems and present
their solutions to management in order to improve the
performance of the organization, and motivate and enrich the
work of employees. When matured, true quality circles become
self-managing, having gained the confidence of management.
WHY QUALITY CIRCLES ?
Quality circles are an alternative to the dehumanising concept
of the division of labour, where workers or individuals are
treated like robots. They bring back the concept of
craftsmanship, which when operated on an individual basis is
uneconomic, but when used in group form (as is the case with
quality circles), it can be powerful and enables the enrichment of
the lives of the workers and creates harmony and high
performance in the workplace. Typical topics are improving
occupational safety and health, improving product design,and
improvement and manufacturing processes in the workplace
HOW THEY FUNCTION ?
They are formal groups. They meet at least once a week on
company time and are trained by competent persons (usually
designated as facilitators) who may be personnel and industrial
relations specialists trained in human factors and the basic skills
of problem identification, information gathering and analysis,
basic statistics, and solution generation. Quality circles are
generally free to select any topic they wish (other than those
1

2. 2
related to salary and terms and conditions of work, as there are
other channels through which these issues are usually
considered).
CONCEPT AND ATTRIBUTES
The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human being, as
someone who willingly utilizes his job, his wisdom, intelligence,
experience, attitude and feelings. It is based upon the human
resource management considered as one of the key factors in the
improvement of product quality & productivity. Quality Circle
concept has three major attributes:
 Quality Circle is a form of participation management.
 Quality Circle is a human resource development
technique.
 Quality Circle is a problem solving technique.
OBJECTIVES:
a) Change in Attitude. Continuous improvement in quality of
work life through humanisation of work.
b) Self Development Bring out ‘Hidden Potential’ of people
People get to learn additional skills.
c) Development of Team Spirit Individual Vs Team – "I could
not do but we did it" Eliminate inter departmental conflicts.
d) Improved Organisational Culture Positive working
environment. Higher motivational level
ORIGIN
After the Second World War Japanese economy was in the
doldrums. Seeing this disastrous effect of war, Americans
decided to help Japan in improving the quality standards of their
products. General Douglas Mac Arthur took up the task of
2

3. 3
imparting quality awareness among Japanese to help them
improve their products and the reliability of manufacturing
systems including men, machine and materials. Thus, by 1975,
they were topping the world in quality and productivity. This
astonishing and unique achievement in modern history became
an eye – opener to the world. Industrialists and politicians from
all over the world started visiting Japan to know how they have
achieved such magical results in such a short span. The answer
to this was painstaking and persevering efforts of the Japanese
leaders and workers and the development and growth of the
philosophy of small working groups. This resulted in the Quality
Circle concept being accepted all over the world as a very
effective technique to improve the total quality of work life.
ORGANISATIONAL STRUCTURE
A steering committee
Coordinator
Facilitator
Circle leader
Circle members
The major prerequisite for initiating Quality Circles in any
organisation is the total understanding of, on the part of the top
and senior management. In the absence of a commitment from
the Chief Executive to support the Quality Circle movement
totally, it would be inadvisable to seriously attempt the starting
of Quality Circles.
STEPS IN LAUNCHING QUALITY CIRCLES IN AN
ORGANISATION
The launching of Quality Circles involves the following steps:
3

4. 4
1)Explain the concept to the employees and invite them to
volunteer as members of Quality Circles.
2)Nominate senior officers as facilitators.
3)Form a steering committee.
Arrange training of co-ordinators, facilitators in basics of
Quality Circle approach, implementation, techniques and
operation. Later facilitator may provide training to Circle leaders
and Circle members.
A meeting should be fixed preferably one hour a week for the
Quality Circle to meet.
Formally inaugurate the Quality Circle
Arrange the necessary facilities for the Quality Circle meeting
and its operation.
THE PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps
as under:
1 Problem identification: Identify 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 analysed 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.
4

5. 5
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 for approval.
8. Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful,
implemented on a full scale.
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
LIMITATATIONS
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.
5