Quality circles
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Quality Circles are voluntary groups of employees that meet regularly to discuss and solve work-related problems. They aim to improve quality, productivity, employee morale, and involve workers in decision-making. Quality Circles use organized problem-solving techniques like identifying issues, analyzing causes, generating solutions, and selecting the best approach. They were first developed in Japan in the 1960s and exported to the US, but saw reduced use after Total Quality Management was introduced in the 1980s. Quality Circles can be effective if implemented properly with training, empowerment, and management support.
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Quality circles
- 1. Quality CirclesQuality Circles By : Alok. K. SinghBy : Alok. K. Singh
- 2. OverviewOverview What are Objective ?What are Objective ? What are Quality Circles?What are Quality Circles? How Do Quality Circles Work?How Do Quality Circles Work? How Can They be Used in anHow Can They be Used in an Organization?Organization? Example and ActivityExample and Activity Problems with Quality CirclesProblems with Quality Circles Summary of History and PracticesSummary of History and Practices
- 3. Objective of QualityObjective of Quality CircleCircle • The objectives of Quality Circles are multi-faced. a) Change in Attitude. From "I don’t care" to "I do care" 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.
- 4. Objective of QualityObjective of Quality CircleCircle 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. Total involvement of people at all levels. Higher motivational level. Participate Management process.
- 5. What is a Quality Circle?What is a Quality Circle? • Voluntary groups of employees whoVoluntary groups of employees who work on similar tasks or share anwork on similar tasks or share an area of responsibilityarea of responsibility • They agree to meet on a regularThey agree to meet on a regular basis to discuss & solve problemsbasis to discuss & solve problems related to work.related to work. • They operate on the principle thatThey operate on the principle that employee participation in decision-employee participation in decision- making and problem-solvingmaking and problem-solving improves the quality of workimproves the quality of work
- 6. How Do Quality CirclesHow Do Quality Circles Work?Work? • CharacteristicsCharacteristics – VolunteersVolunteers – Set Rules and PrioritiesSet Rules and Priorities – Decisions made by ConsensusDecisions made by Consensus – Use of organized approaches toUse of organized approaches to Problem-SolvingProblem-Solving
- 7. How Do Quality CirclesHow Do Quality Circles Work?Work? • All members of a Circle need toAll members of a Circle need to receive trainingreceive training • Members need to be empoweredMembers need to be empowered • Members need to have theMembers need to have the support of Senior Managementsupport of Senior Management
- 8. How Can They be UsedHow Can They be Used in an Organization?in an Organization? • Increase ProductivityIncrease Productivity • Improve QualityImprove Quality • Boost Employee MoraleBoost Employee Morale
- 9. Real World ExampleReal World Example • At Penn State University inAt Penn State University in 1983, a Quality Circle was1983, a Quality Circle was formed by Professor Hirshfield, aformed by Professor Hirshfield, a Professor of East Asia History.Professor of East Asia History. – Selected 8 Students from a largeSelected 8 Students from a large lecture classlecture class – Resulted in increased involvementResulted in increased involvement from the classfrom the class
- 10. Team ExerciseTeam Exercise • Break down into teams of 6-8Break down into teams of 6-8 peoplepeople • Establish a leader and rules forEstablish a leader and rules for your Circleyour Circle • Have a brainstorming andHave a brainstorming and problem-solving session toproblem-solving session to resolve the issue on the nextresolve the issue on the next slideslide
- 11. Team ExerciseTeam Exercise • A Collegiate class on StatisticalA Collegiate class on Statistical Analysis has a total enrollment of 45Analysis has a total enrollment of 45 people.people. • Average attendance is 18 studentsAverage attendance is 18 students • The class consists mainly of lecturesThe class consists mainly of lectures • How can the professor of this classHow can the professor of this class improve the quality of this courseimprove the quality of this course and increase student involvement?and increase student involvement?
- 12. Problems with QualityProblems with Quality CirclesCircles • Inadequate TrainingInadequate Training • Unsure of PurposeUnsure of Purpose • Not truly VoluntaryNot truly Voluntary • Lack of Management InterestLack of Management Interest • Quality Circles are not reallyQuality Circles are not really empowered to make decisions.empowered to make decisions.
- 13. PROCESS OF OPERATION • The operation of quality circles involves a set of sequential steps as under: 1 Problem identification: Identify a number of problems. 2 Problem selection : Decide the priority and select the problem to be taken up first.
- 14. PROCESS OF OPERATION 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 investment. This enables to select the most appropriate solution.
- 15. BASIC PROBLEM SOLVING TECHNIQUES .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.
- 16. BASIC PROBLEM SOLVING TECHNIQUES 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.
- 17. Summary of History andSummary of History and PracticesPractices • Quality Circles were first seen inQuality Circles were first seen in the United States in the 1950’sthe United States in the 1950’s • Circles were developed by Dr,Circles were developed by Dr, Kaoru Ishikawa in Japan in theKaoru Ishikawa in Japan in the 1960’s1960’s • Circles were re-exported to theCircles were re-exported to the US in the early 1970’sUS in the early 1970’s
- 18. Summary of History andSummary of History and PracticesPractices • 1980’s brought Total Quality1980’s brought Total Quality Management and a reduction inManagement and a reduction in the use of Quality Circlesthe use of Quality Circles • Quality Circles can be a usefulQuality Circles can be a useful tool if used properlytool if used properly
Editor's Notes
- Overview of the Presentation content.
- Number of members ranging from 3-12 people. They focus on specific issues to resolve problems. They generally meet weekly to analyze work related problems and propose solutions to Management and where possible implement those solutions. Members also tend to generate a mutual respect and trust as they work on solutions, which is conducive for collaborating as a team.
- Number of members ranging from 3-12 people. They focus on specific issues to resolve problems. They generally meet weekly to analyze work related problems and propose solutions to Management and where possible implement those solutions. Members also tend to generate a mutual respect and trust as they work on solutions, which is conducive for collaborating as a team.
- Number of members ranging from 3-12 people. They focus on specific issues to resolve problems. They generally meet weekly to analyze work related problems and propose solutions to Management and where possible implement those solutions. Members also tend to generate a mutual respect and trust as they work on solutions, which is conducive for collaborating as a team.
- Participation in Quality Circles needs to strictly be voluntary. If members are forced to participate, it does not allow for a conducive team building environment. The members of the Quality Circle set the rules and prioritizes/selects problems that will be approached and discussed by the team. All decisions are made by consensus, encouraging open communication. Organized problem-solving should be utilized, which would include brainstorming and cause-and-effect diagramming. This organized approach also prevents the circles from holding unproductive sessions as well.
- Ishikawa, when developing this concept always believed that everybody should be properly trained to use the 7 Tools of Quality Control: 1. Pareto Charts 2. Cause and Effect Diagrams 3. Stratification 4. Check Sheets 5. Histograms 6. Scatter Diagrams 7. Control Charts and Graphs He also believed that the circles should be empowered enough to see their recommendations through. Along with empowerment, it is expected to have management support. Many times Circles have collapsed due management lack of interest or interference.
- Quality Circles can be used in any organization, whether it is Manufacturing, Service, Health Care, Education, etc. They can be used to increase productivity…as an example, members can develop ways to decrease lead times for products. They can be used to help improve quality of services as well as products. If there are issues, members can analyze the process and come up with solutions to make it better. This will improve quality and likely increase productivity as well.
- Hirshfield, selected 8 students for this endeavor and had them study the purpose and operation of Quality Circles and used the methods that they learned to determine the type and frequency of written assignments, the content of lectures and the method to be used for testing. The decisions made by the Circle resulted in change to the course structure and content. Some of the actions were the use of daily outlines , increased student participation in the selection of poetry and films used in class, and urged the use of contemporary analysis to illustrate the use of course material to modern problems. Hirshfield felt that Quality Circles are a valuable academic tool. It provided students with experience in decision making and problem solving as well as an increase in student familiarity with course material.
- Introduction into class exercise.
- Allowing a brainstorming exercise on a topic that the students are familiar with permits them to understand the theory better and so they can see it used in different environments.
- A lack of understanding what Quality Circles may cause management to be reluctant to initiate circles, act upon circle suggestions or being eager for quick solutions, may implement too early. Some circles are not given a clear purpose or direction. Without having a clear purpose it is difficult to be a productive team. There are times that members are assigned to circles instead of volunteering. Under circumstances like this, the employee at times is reluctant to be part of the team. Management loss of interest in the project that the circle is working on is also a hindrance in the success of the circle. Without empowerment and support of the management staff, circles will not have the resources provided to them to be successful.
- A lack of understanding what Quality Circles may cause management to be reluctant to initiate circles, act upon circle suggestions or being eager for quick solutions, may implement too early. Some circles are not given a clear purpose or direction. Without having a clear purpose it is difficult to be a productive team. There are times that members are assigned to circles instead of volunteering. Under circumstances like this, the employee at times is reluctant to be part of the team. Management loss of interest in the project that the circle is working on is also a hindrance in the success of the circle. Without empowerment and support of the management staff, circles will not have the resources provided to them to be successful.
- A lack of understanding what Quality Circles may cause management to be reluctant to initiate circles, act upon circle suggestions or being eager for quick solutions, may implement too early. Some circles are not given a clear purpose or direction. Without having a clear purpose it is difficult to be a productive team. There are times that members are assigned to circles instead of volunteering. Under circumstances like this, the employee at times is reluctant to be part of the team. Management loss of interest in the project that the circle is working on is also a hindrance in the success of the circle. Without empowerment and support of the management staff, circles will not have the resources provided to them to be successful.
- A lack of understanding what Quality Circles may cause management to be reluctant to initiate circles, act upon circle suggestions or being eager for quick solutions, may implement too early. Some circles are not given a clear purpose or direction. Without having a clear purpose it is difficult to be a productive team. There are times that members are assigned to circles instead of volunteering. Under circumstances like this, the employee at times is reluctant to be part of the team. Management loss of interest in the project that the circle is working on is also a hindrance in the success of the circle. Without empowerment and support of the management staff, circles will not have the resources provided to them to be successful.
- A lack of understanding what Quality Circles may cause management to be reluctant to initiate circles, act upon circle suggestions or being eager for quick solutions, may implement too early. Some circles are not given a clear purpose or direction. Without having a clear purpose it is difficult to be a productive team. There are times that members are assigned to circles instead of volunteering. Under circumstances like this, the employee at times is reluctant to be part of the team. Management loss of interest in the project that the circle is working on is also a hindrance in the success of the circle. Without empowerment and support of the management staff, circles will not have the resources provided to them to be successful.
- Brief History of the origins of Quality Circles.
- In the 1980’s, the introduction of the new idea of Total Quality Management replaced a lot of the Quality Circles in the United States and was more successful. Circles can be a useful tool as long as the key factors in a successful Circle are maintained: volunteers, management support, and employee empowerment.