quality circle is a problem solving techniques

What are quality circles, objectives of a quality circle, benefits of quality circles, structure of a quality circle, process of quality circles, what is a quality circle: benefits and process.

Quality is a cornerstone of success in today's competitive business landscape. Organizations employ various strategies and methodologies to achieve and maintain high standards of quality . One such approach is the use of Quality Circles, a dynamic and collaborative technique that empowers employees to participate in quality improvement initiatives actively. In this article, we will delve into what quality circles are, their objectives, the benefits they bring, their structure, and the processes they follow.

Quality Circles, also known as QC or Kaizen Circles, are small groups of employees who voluntarily come together to identify, analyze, and solve quality-related problems within an organization. Originating in Japan in the 1960s, this concept has since spread worldwide as an effective means of improving quality and productivity.

The primary objectives of Quality Circles are:

Problem Solving: To identify and resolve quality issues, defects, or process inefficiencies.
Continuous Improvement: To develop a culture of continuous improvement by encouraging employees to take ownership of quality-related challenges.
Skill Development: To enhance the problem-solving, communication, and teamwork skills of participating employees.
Increased Employee Engagement: Engaging employees in decision-making and quality improvement efforts leads to higher job satisfaction.

There are numerous benefits of Quality Circles:

Improved Quality: QC teams are dedicated to finding and fixing quality issues, leading to better product or service quality.
Cost Reduction: Organizations can reduce waste and operational costs by identifying and rectifying inefficiencies.
Enhanced Employee Morale: Involvement in QC activities boosts employee morale, as they feel valued and engaged in making a difference.
Higher Productivity: As QC teams tackle process bottlenecks, productivity increases, leading to more efficient operations.
Innovation: QC teams often come up with innovative solutions to longstanding problems, driving organizational innovation.

Quality Circles typically consist of the following elements:

Team Members: Comprising 6-12 employees from various levels and departments of the organization.
Team Leader: Facilitates meetings, ensures discussions stay on track, and acts as a liaison with management.
Meetings: Regularly scheduled meetings where team members discuss and address quality issues.
Problem-Solving Tools: Quality Circles use various problem-solving tools and techniques, such as the PDCA (Plan-Do-Check-Act) cycle and fishbone diagrams.

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Quality Circles follow a structured process:

Identification of Problems: Team members identify quality-related problems and define their scope.
Data Collection and Analysis: Data is gathered and analyzed to understand the root cause of the problems.
Generation of Solutions: The team brainstorms and generates potential solutions to the identified problems.
Selection and Implementation: The best solution is chosen, and a plan is formulated for implementation.
Review and Evaluation: The results of the solution's implementation are reviewed, and adjustments are made as needed.
Standardization: Successful solutions are standardized into existing processes to ensure continuous improvement.

Quality Circles are a powerful tool for organizations seeking to enhance their product or service quality, reduce costs, and engage employees in a culture of continuous improvement. To delve deeper into quality improvement methodologies and become a proficient quality management professional, consider enrolling in Simplilearn's Lean Six Sigma Green Belt certification program. This certification equips you with the knowledge and skills needed to drive quality and process improvements within your organization, making you an invaluable asset in pursuing excellence. Start your journey toward quality excellence today!

1. What is the quality circle process in TQM?

The quality circle process in Total Quality Management (TQM) involves a structured approach where a small group of employees voluntarily come together to identify, analyze, and solve quality-related problems within an organization. It typically includes problem identification, data collection and analysis, solution generation, implementation, review, and standardization.

2. What is the size of a quality circle?

The size of a quality circle typically ranges from 6 to 12 members. This size allows for effective communication and collaboration while ensuring that the group remains small enough to maintain active participation and engagement from all members.

3. What are the objectives of a quality circle?

The primary objectives of a quality circle are to:

Solve quality-related problems within an organization.
Promote a culture of continuous improvement.
Develop the problem-solving, communication, and teamwork skills of participating employees.
Increase employee engagement and job satisfaction.

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Quality Circle: Meaning, Features, Objectives, Structure, and Techniques

October 18, 2019 | By Hitesh Bhasin | Filed Under: Operations Management

Quality circle is a participant management method in which a team of employees works towards solving and defining a problem that is related to the performance or quality of a product .

It is an integral part of enterprise management where small teams of six to twelve members come forward voluntarily to form a quality control circle.

The group meet regularly and have discussions about quality problems. They are also responsible for investigating causes and suggesting viable solutions so that corrective actions can be undertaken.

Table of Contents

Meaning of quality circle

Quality circle is defined as a group of workers, who work voluntarily to improve and develop products in an organization related to the production process, material wastage, quality of finished, semi-finished goods and raw materials, energy consumption, maintenance, safety, and delay.

It also solves problems related to any of them. Other names like often address the quality circle

Productivity Circles
Human Resources Circles
Excellence Circles
Action Circles
Small Groups

7. Features of quality circle

It is a voluntary group, and the initiative to join the quality circle rests with the interested party. People are invited to join the circle but not compelled or forced.
The size varies from six to twelve members, although everyone belongs to a specific work area. Sometimes they consult specialists from other areas to gain his perspective and find appropriate solutions. Emphasizes on a small group to maintain harmonious relations and apt coordination between members.
The meetings are held at periodic intervals to discuss and contemplate about the related issues. Sometimes it is a weekly activity, and at other times the timing can shift as per the requirement. It is the quality circle members who decide the frequency of the meeting and its timings to suit every member. Often it is the need of the hour that decides about the frequency and time limit of these meetings.
An organization may have several quality circles depending upon its requirement. As it is a work-related group, more often, it is their supervisor who takes up the mantle of leadership.
Every quality circle has its point of reference and problems and is restricted to its specific product or service. They do not interfere in the working of other quality circles.
It is adept at solving issues and offering an apt solution. The quality circle collects data, identify and analyze, and lastly come to a solution after several discussions amongst the members. The final idea is presented to the management by the group and not the leader alone. The best thing about a quality circle is that it is a meticulously thought-about process and is rare for management to reject it out-of-hand.
The quality circle, as the name suggests, identifies analyses, and solves related problems. The members arrange the meeting as per the demand and requirement.

Objectives of quality circle

Identify and analyze problems
Work towards the development and improvement of the organization
Utilize and enhance human resources
Improve the quality of products
Reduce costs and enhance productivity
Solve problems specific to a product or service
Improve conflict and inter-personal resolution
Utilize innovative and imaginative skills of an individual
Developing work interest
Job involvement
Enhance problem-solving abilities
Improve communication
Promote leadership skills
Promote personal development
Reduce errors
Promote cost reduction
Participation in the management process

Structure of quality circle

1. steering committee.

It is headed by the senior executive and has representatives from human resources development and top-level personnel. The steering committee is the one that drafts and establishes various plans and policies in place and directs the program towards the right path.

2. Coordinator

The coordinator is generally the administrative officer who supervises the work and administer the program

3. Facilitator

He is the supervising officer who coordinates the working of numerous quality circles via the circle leaders

4. Circle leaders

He organizes the activities, gives direction to the members and conducts the activities of quality leaders

Duties of quality circle leader

Guiding the members in the right direction
Taking members in his confidence and sharing all the issues in an open communication
Show confidence in own endeavors as well as the working of all the other members.
Channelizing the discussions
Allow all the members equal opportunities
Assigning particular tasks to all the members
Coordination with facilitator

Advantages of quality circle

A quality circle generates creative ideas that result in an innovative solution
It increases the productivity, production, and quality of products and services in an organization
A quality circle is a happy group that works voluntarily. Its harmonious tendency is carried back to the organization
Increases customer satisfaction as everyone is working to improve the quality of products and services
Works towards reducing the production cost
It brings a calm and soothing ambiance as it tries to identify and solve problems in an effective manner
Quality circle offers motivation to other employees to work for the betterment of the organization and infuses team spirit
Improves the image of employees as they are doing commendable work voluntarily for the betterment of the organization and ultimately, the workforce.
Improves the ability of the members in making viable decisions
Quality circle helps to improve communication in the organization
It improves leadership skills and encourages problem-solving ability.
Builds inner confidence and trust
Enhances corporate pride because of the sense of belonging
Works towards a better relationship between managers and employees.

Disadvantages of quality circle

Operational problems in the organization can cause delays and ultimately fail the process maintained by the quality circle
Lack of participation can cause the failure of a quality circle
If the members are not suited and qualified for the post, it can result in wrong decisions
It is important to keep a positive approach, but if any member is unable to maintain his equilibrium in case of adverse conditions then the quality circle will fail in its intentions
As it is a voluntary group, a member can opt-out of it anytime
In case the group has a strong-willed member he may try to roughshod over others
Sometimes a quality circle may be involved in useless issues thus wasting time, energy and effort of the members
It grabs the limelight and is often envied by other employees who do not have the time to join such circles
It can cause issues with departmental managers as they do not like to see the quality circle gaining prominence and recognition
The fluctuating demand for work can cause a problem in finding a convenient time for the meeting
If the circle feels that the management is not listening to their suggestions, it can cause a dampening and demoralize effect on the members.
Circle members – The members are the ones that make quality circle a possibility. Without them, there will be no circle or any related activities.

Developing a quality circle

1. starting phase.

It is important to make people in your organization aware of the concept of the quality circle. Everyone should have a basic knowledge about its implication and impact on the members as well as the company .

It becomes doubly important as participation is voluntary. Once people start understanding its basic concept only then will they show their enthusiasm in joining it? The company can play its part by offering required training to the interested person to hone and develop their participation skills.

2. Constitution of Quality circle

Quantity circle members belong to the same work area, and their participation is voluntary. The constitution includes steering committee, coordinators, facilitators, circle leaders, and circle members who work for the ultimate benefit of the company.

3. Initial problem-solving

Problem-solving includes data collection carried out via records, self-suggestions, and contacting employees. It also includes data analysis that establishes the reason for the issue.

Lastly is problem-solving, which involves the participation of members regularly so that they can put forward their suggestions and viable inputs.

4. Presentation and approval

The members as a whole present the solution to the management either orally or as a project report/assignment. The presentation improves communication between the workers and the management so that later on, they can work in tandem.

5. Implementation

The final phase in developing a quality circle is the implementation. The relevant groups are assigned with vital activities depending upon the suggestions to form a viable quality circle.

Techniques used in a quality circle

1. brainstorming.

This helps to stimulate the idea for decision making and stimulating creativity .

2. Cause and effect diagrams

Members identify the cause of the problem and its effect on the problem

3. Sampling and charting method

Members observe the events and charts the observations to get a clear idea of the problem.

Liked this post? Check out the complete series on Operations Management

Quality Audit – Definition, Meaning, Types, Advantages
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About Hitesh Bhasin

Hitesh Bhasin is the CEO of Marketing91 and has over a decade of experience in the marketing field. He is an accomplished author of thousands of insightful articles, including in-depth analyses of brands and companies. Holding an MBA in Marketing, Hitesh manages several offline ventures, where he applies all the concepts of Marketing that he writes about.

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Quality Circle (QC) explained

Quality Circle (QC): this article explains the concept of a Quality Circle (QC) in a practical way. Highlights of this article include: a definition of a QC, the history of quality circles and the conditions and steps to set up a QC. After reading it, you will understand the basics of this quality management and quality improvement tool, originating from the Japanese industry. Enjoy reading!

What is Quality Circle?

A Quality Circle (QC) is a participation management technique to manage and improve the quality of the entire organisation and to find solutions to management problems. The power of a QC comes from mutual trust between managers and employees, which leads to more mutual understanding.

The purpose of a QC is to build towards a good relationship with employees, so they will show more interest and devotion in the work they do. This will result in increased quality, productivity and cost reduction.

History of Quality circle

QC’s first appeared in Japan. It was Japanese professor Kaoru Ishikawa who first used the term quality circles and made it accessible in his 1985 manual ‘What is Total Quality Control? The Japanese Way’ . The underlying idea was to systematically include employees from all levels in the organisation-wide production of quality. Later, Edwards Deming introduced a similar work in his quality circle.

Many businesses in Europe and the United states also adopted working with quality circles, including Hewlett-Packard and Coleman . The latter business started with quality circles when the lifespan of a torch battery did not meet expectations. Quality Circle Objectives

The main objective of a QC is eventually help solve a problem that impacts the total performance of the organization. QC’s are primarily about identifying problems to then lead to suggestions for solutions of these problems.

Quality Circle and composition

Employees show more loyalty and devotion to their organisation when they are open to collaboratively define and solve problems concerning quality or performance . This is easiest when it concerns smaller teams of approximately 3 to 12 people.

In this, it is a requirement that they voluntarily participate in the QC and meet regularly. The main concept of a QC is based on mutual respect, in which there is no place for assumptions and suspicion. The small group is best led by a manager.

It is important that the participants in the QC have the correct knowledge and are trained beforehand by the so-called facilitators; experts in the area of personnel and employment relationships.

Quality circles offer employees the opportunity to use all their experience, knowledge and creativity to bring improvement into their activities.

They are able to convert challenging problems into opportunities with the solution they offer themselves. Employees are generally free to select subjects in the QC’s.

Some typical subjects that are extremely suitable for discussion in circles are improvements concerning health and safety at work, improvement concerning the workplace and concerning production processes and the product design.

What are the conditions to set-up a QC?

To truly do QC’s justice, it is important to meet several conditions. In the first place, the mood needs to be relaxed. People need to feel comfortable and be free to share their own opinion.

Every member of the QC also needs to get their turn. This is the only way for employees to feel involved and be interested, which will motivate them to contribute. There is also a need to determine a clear goal, so everyone knows what is expected of them.

People need to be open to each other’s point of view and listen to all opinions. If an action emerges, clear agreements must be made that are accepted by all employees.

Quality Circle steps

To contribute to a QC, it is recommended to first create a quality control group within the organisation, which is represented by managers that know production, quality control and process planning. This control group’s task is to follow the quality circle.

A facilitator will also need to be appointed, and the groups needs to be led by a supervisor, as well as a chair who is capable of getting all conversations in the circle to run smoothly. Apart from the responsibility to lead a quality circle, they need to give each employee the opportunity to participate in the discussion and motivate them to come up with creative ideas. The chair is in close contact with the facilitator.

The facilitator functions as a link between top management, the quality circle and its members and middle management. They coordinate training courses, so all employees know the ins and outs of working in a quality circle. Another task of the facilitator is to create support and get support from everyone involved with the quality circle.

Focus areas

QC’s can only function when there is an interest in letting go of hierarchy . Where managers set themselves up as leaders, a group of workers will not be motivated to participate in the circle.

Employees can also not be expected to participate in the meetings of the QC’s outside office hours or without payment. An organisation would do well to integrate this into work time.

It’s Your Turn

What do you think? Is the concept of a QC applicable in your personal or professional environment? Do you organize quality circle meetings? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for good participation management?

Share your experience and knowledge in the comments box below.

More information

Hill, S. (1991). Why quality circles failed but total quality management might succeed . British journal of industrial relations, 29(4), 541-568.
Hutchins, D. (1985). Quality circles handbook . Pitman.
Kaoru, I. (1985). What is Total Quality Control: the Japanese Way .
Feigenbaum, A. V. (1956). Total quality-control . Harvard business review, 34(6), 93-101.

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Original publication date: 06/21/2018 | Last update: 11/08/2023

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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Quality Circle: Meaning, Features, Objectives and Process

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What is Quality Circle?

The technique in which a group of employees uses participant management to identify and solve problems with the performance or quality of a product is known as Quality Circle . In this, small teams of employees meet to discuss, evaluate, and solve problems related to quality in an organisation. It is an essential component of enterprise management, in which small groups of six to twelve people volunteer to improve the employee’s quality of work life while simultaneously increasing productivity, quality, and overall organisational performance. Using this technique, the employees can work with complete dedication and commitment by reducing mental tension, and the rate of rejection, rework, and solving work-related challenges.

Geeky Takeaways:

All the members of the quality circle must come from the same work area so that they are all familiar with the issues they identify to ensure effective involvement in the group.
It must be remembered that the number of members shouldn’t be so large that none of them can participate or have enough opportunities to do so.
The quality circle also motivates employees to develop innovative ideas to solve problems.
The quality circle promotes teamwork and cooperative working environments.

Table of Content

Why Quality Control Circle?

Features of quality circle, objectives of quality circle, structure of quality circle, how does the quality circle work, process of quality circle, duties of quality circle leader, advantages of quality circle, disadvantages of quality circle, developing a quality circle, techniques used in a quality circle, tips to effectively implement a quality circle program, quality circle – faqs.

Quality Circle focuses on improving quality control by capitalising on employee’s strengths and abilities and also helps in improving the overall productivity of the organisation. The following are some benefits of the Quality Control Circle:

1. Reduction of Costs: By adapting the quality circle approach, businesses work on addressing their inefficiency which can help reduce waste and operational costs.

2. Better Quality: Quality Circle teams actively take part in identifying and resolving quality-related problems, which results in higher-quality goods and services.

3. Increased Productivity: The members of quality circle collectively work to eliminate bottlenecks in the process resulting in higher productivity and more effective operations.

4. Improvement in Work-life Balance: The quality circle result in a better working environment, better relationships, and greater satisfaction with work, in addition to enhancing team culture and attitudes.

5. Promoting Innovation: The members of quality circle works on finding innovative solutions to ongoing problems which can ultimately lead to organisational innovation.

1. Voluntary Group: A quality circle is a voluntary group of employees that is formed for a common cause. In this, no member is forced to join using coercion or pressure. Also, no member may be prevented from participating in quality circles.

2. Participative Program: This is a collective effort to solve a problem. Members are free to express what’s in their minds without any fear of peer judgment. Every team member participates in the projects and receives recognition collectively.

3. Improvement of Performance: The collective approach results in the improvement of quality, productivity, and overall performance. In addition, quality circles also reduce the cost and level of wastage.

4. Periodic Meetings: The members of quality circles meet frequently to solve the quality-related problems of the organisation.

5. Works for a Particular Agenda: Each Quality circle team has its specific agenda. It has its problems and provides solutions for the same.

6. Problem-Solving: Problem-Solving technique is adopted to identify and solve the problem related to the quality, defects, or inefficiencies in the process.

7. Improved Employee Engagement: The employees are the assets of the organisation. Thus, it is important to satisfy them. The quality circles engage them in the decision-making process which ultimately increases the satisfaction of the employees.

8. Training: Training is provided to the team members so that they can understand their objectives, roles, and responsibilities and work for improvement. They are also trained in various methodologies like teamwork, communication skills and problem-solving techniques, etc.

The main objectives of quality circle are:

1. Skill Development: Quality Circles result in the skill enhancement of the members by engaging them in problem-solving, team building, and open communication.

2. Quality Improvement: The quality circle aims to improve the quality by working on good communication skills, promoting problem-solving techniques, and using standardisation for continuous improvement.

3. Employee Satisfaction: Satisfied employees create a happy work environment. To satisfy them, recognition technique such as quality circles can be used. It gives the employees a sense of achievement which promotes job satisfaction, enthusiasm, and motivation.

4. Relationship Management: Quality Circles aim to maintain good relations between the employees and managers and to create cordial working relations.

5. Cost Reduction: Quality Circles work on improving the product’s quality and reducing the per-unit cost of the output.

6. Achievement of Objectives: The main aim of the quality circle is usually aligned with the broader objectives of organisation. Their efforts collectively contribute to promoting competitiveness and organisational success.

7. Innovation: The quality circle promotes creativity and experimentation. With experimentation, members can work on identifying creative solutions to problems that makes the organisation competitive in the market and make a positive business environment.

8. Customer Satisfaction: The quality circle mainly focuses on developing products and services that can increase the satisfaction of customers. The organisation can build customer trust by focusing on quality improvement, customer centricity.

1. Steering Committee: It is supervised by a senior executive that includes representatives from human resources development and management at the top. This committee is in charge of creating and implementing various strategies and policies that guide the program in the proper direction.

2. Coordinator: The administrative officer in charge of monitoring tasks and managing the program is the coordinator.

3. Facilitator: This supervising officer works with the circle leaders to arrange the operations for several quality circles.

The adoption of the quality circle approach includes the following steps:

1. First of all, training is provided to the employees for effective implementation of Quality Circle in the organisation. In this, employees are trained in several problem-solving tools and techniques, like 7 QC tools, 5 Whys Poka-Yoke, etc.

2. Then the Quality Circle team is formed. These are generally formed with 4 to 6 members. This team includes one supervisor, that usually acts as a facilitator. In addition, the team leader changes by rotation turn.

3. In the third step, the theme of Quality Circle is decided. It is very important to know the theme, as with this every member knows their work.

4. Generally, several projects come under one theme. The Quality Circle team has to select the project that comes first on a priority basis. The team works on that project and finds the solutions to the problems.

The process of Quality Circle is as follows:

1. Quality Circle Formation: This includes forming a small group usually consisting of 6-10 members that can collectively work to improve the quality of their knowledge and skills.

2. Training : Under this step, training is provided to the team members so that they can better understand their objectives, roles, and responsibilities and work for improvement. In addition, they are trained in various methodologies like teamwork, communication skills problem-solving techniques, etc.

3. Project Selection: It includes the identification of areas that need improvement in the organisation. For this purpose, members conduct several brainstorming sessions and write down the ideas that can be selected based on their experiences and surveillance.

4. Problem Identification: In this step, team members determine the nature and extent of quality-related problems. Data is collected and examined to identify the underlying causes of the problems. The organization uses several tools like problem-solving tools and techniques to identify causes of the problems.

5. Formulation of Solutions: The group considers and generates potential solutions for the problems by analyzing each solution based on practicality, efficacy, and future impact. After this, the best solution among the various alternatives is selected.

6. Selection and Implementation: After determining which solution is the most effective, the team develops an implementation strategy that includes defining steps, roles, and responsibilities. This plan is executed after monitoring the progress, communicating the plan to various stakeholders, and making required adjustments.

7. Review and Evaluation: This includes identifying the deviations by comparing the actual results with the desired targets . The implementation of solution outcomes is reviewed, and required changes are made, if any.

8. Documentation: In this step the entire process (problem statement, analysis, solutions, and implementation) is recorded and the lessons learned from the other departments in the organisation are shared.

9. Reward and Recognition : Recognition plays an important role in acknowledging the efforts of the team members. Additionally, team members are motivated and encouraged for continuous improvement.

10. Standardisation: Successful solutions are incorporated into existing processes with the aim of continuous improvement of quality.

The duties of a quality circle leader include:

Building trust with members and communicating freely about any challenges that arise.
Organising the discussions of the quality circle team.
Giving each member an equal chance for achievement.
Giving specific tasks to each member.
Collaborating with the facilitator.
Motivating team members to utilize their abilities and monitoring the work of each member.
Leading the group members in the appropriate direction.

1. Job Satisfaction: Every person has some psychological needs which include the need for recognition. It gives the employees a sense of achievement which promotes job satisfaction. Thus they work with more enthusiasm and motivation.

2. Waste Reduction: With this quality circle approach every team member works collectively and helps each other. This results in the reduction of waste, and saving of labor and time which ultimately leads to improvement of quality.

3. Team-Spirit: The quality circle develops team spirit among the quality circle members. It also creates a feeling of togetherness. With this, members help each other and solve each other’s problems at work.

4. Reduces Grievances and Absenteeism: With quality circle, employees prefer to work rather than sit at home. They also enjoy their work and do not treat the work as a burden. This ultimately reduces the grievances of the employees.

5. Quality Improvement: It is the main aim of the quality circle to improve the quality by enhancing communication, promoting problem-solving techniques, and using standardisation as a benchmark.

1. Lack of Time: The employees feel that they are also occupied with their daily work and have to work overtime for the quality circle work. But with open communication, the managers can make them understand that by giving some extra time in the beginning, the employees can save money, reduce wastage, and improve quality by adopting this approach.

2. Lack of Ability: Indian workers lack initiative and a high degree of education. People are unwilling to explore new things because they don’t change. They must be educated about the advantages of high-quality circles.

3. Lack of Supervision Commitment: The dedication and support of upper management are essential to any program’s success. Employees will be ready to allocate their time to quality circles if they don’t get top support. However, it’s possible that workers won’t be permitted to have quality circle meetings during business hours. It is therefore impossible for quality circles to function effectively without the commitment and involvement of top management .

4. Limited Scope: Quality Circles works for specific issues in the organisation. This approach can be effective for solving these problems, but it can ignore border problems that require comprehensive solution. Thus the scope of quality circle is limited.

5. Limited Management Support: The implementation of a quality circle requires continuous support and commitment from the management. But if there is limited support, then members have to face challenges in conquering barriers, obtaining resources, and improving employee engagement in the long term.

1. Initial Stage: The employees within the organisation must be aware of the quality circle concept. Everyone needs to know the basic implications and impact on the members and the business. The participation of employees in this quality circle team is voluntary. Individuals won’t be enthusiastic about joining until they start understanding its fundamental concepts. The business can help the interested person by providing the necessary training to improve and enhance their participation skills.

2. Quality Circle’s Constitution: Members of the quality circle are volunteers who are part of the same work area. The steering committee, coordinators, facilitators, leaders, and circle members who work for the company’s ultimate benefit are all listed in the constitution.

3. First-hand Solution to a Problem: To solve problems, information must be collected through self-suggestions, contacting employees, and record-keeping. It also consists of data analysis that determines the cause of the problem. The final activity is problem-solving, and it calls for regular participation from members so they can provide their ideas and useful suggestions.

4. Presentation and Approval: The group members give the management the solution, orally or in the form of a project report or assignment. For the employees and management to work together in the future, the presentation improves communication among them.

5. Implementation: Implementation is the last step in creating a quality circle. This includes delegating important tasks to the appropriate groups based on suggestions to create a realistic quality circle.

1. Brainstorming: The technique encourages the generation of as many new ideas as possible that can help in the decision-making process. This creates a discussion environment in which everyone is free to give ideas without any fear of criticism. These employees feel free to express themselves and promote creative thinking. The ideas are recorded simultaneously. After that, the pros and cons of every idea are discussed before making a final decision.

2. Sampling and Charting Method: This method includes observation of the events and their outputs by the members of quality circle. The results can be positive or negative. The members chart out every observation they have made, either chronologically or according to some other relationship, which gives a clear idea of the problem.

3. Cause and Effect Diagrams: This method includes finding out the root cause of the problems. After this, the effect of that root cause is identified. Later, the members identify other causes and effects. This technique is also known as the fishbone diagram, as it lists out the root and causes resembling fishbone.

The Quality Circle members must actively participate in the discussions. In addition, the members must try to learn new techniques and new things.
The members must attend this discussion regularly and punctually.
The leader must focus on providing the training of various tools like 7 QC tools and kaizen to all the members.
The members must follow the agenda of the circles without wasting time. The members must listen to each other’s suggestions and point of view to solve the problem.
It is necessary to maintain the proper records of the activities of quality circles.
The circle must have a coordinator and a facilitator who can monitor the activities of the team.

Who introduced the concept of quality circle?

The concept of Quality Circle was introduced by Dr. Kaoru Ishikawa in the 1960s to improve quality, productivity, and the work environment. He is also known as “Father of Quality Circle”.

What is the size of the quality circle?

A quality circle usually has between six and twelve members. This number ensures that the team remains small enough to maintain each member’s active participation and engagement while facilitating effective communication and teamwork.

What is the main aim of the quality circle?

The quality circles mainly aims to improve the quality and overall productivity of the organisation.

Why are quality circles referred as people-building philosophy?

In QC experts perform specific job that can work on solving work problems using creative ideas. This is the basis of the quality circle, which works at developing people.

What is the main reason for the failure of quality circles?

The main reason for the failure of quality circles is poor organisational design which can lead to managerial resistance .

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Quality Circle: Meaning, Features, Objectives, Structure, and Techniques

Table of Contents

What is Quality Circle

Quality circle is a group of volunteers that represents, a participant management method in which a group of employees works towards solving and defining an issue that is connected to the performance or perhaps the quality of service.

It’s an important part of enterprise management where small teams of 6 to 12 members come forward voluntarily to create a quality control circle.

The group meets on a regular basis and has discussions about quality issues. They’re also in charge of investigating causes and suggesting viable solutions so that corrective actions can be undertaken.

The term “Quality Circle” refers to a group of employees who work together to identify and resolve quality-related issues within their workplace. The main purpose of a Quality-Circle is to improve the processes and products of an organization by engaging employees in continuous improvement efforts. The approach involves bringing together a small group of employees to analyze problems, collect data, develop and implement solutions, and evaluate the results.

Quality Circles are based on the principle that the people who perform a job have valuable insights into how to improve the work processes. By involving employees in the problem-solving process, the Quality-Circle helps to create a culture of continuous improvement and empowers employees to take an active role in the success of the organization.

Objectives of quality circle

The objectives of a Quality Circle program are to:

Improve quality: The main goal of a Quality Circle is to improve the quality of products and services offered by an organization. This is achieved by identifying and resolving quality-related problems, and implementing solutions that result in continuous improvement.
Increase employee involvement: By involving employees in the problem-solving process, Quality Circles help to foster a sense of ownership and pride in the work they do. This leads to increased employee morale and motivation, which can result in improved performance and productivity.
Reduce costs: By identifying and resolving quality-related problems, a Quality Circle can help to reduce costs by eliminating waste, streamlining processes, and improving efficiency.
Enhance communication: Quality-Circles provide a forum for employees to communicate and share their ideas and suggestions with others. This can help to build strong working relationships and improve communication within the organization.
Develop leadership skills: Quality Circle members have the opportunity to develop leadership skills through their participation in the program. This can help to create a pool of potential leaders within the organization.
Encourage continuous improvement: By providing a structure for continuous improvement, Quality Circles help to create a culture of continuous improvement within the organization. This can result in a more efficient, effective, and innovative organization.

Features Of Quality Circle

The following are some of the key features of a Quality Circle program:

Participatory approach: Quality Circles are based on the principle of participatory management, where employees are actively involved in the problem-solving process.
Small team-based structure: Quality Circles are usually comprised of a small group of employees, usually 5 to 10 people, who work together on a specific problem or issue.
Regular meetings: Quality Circles typically meet on a regular basis, usually once a week or once a month, to discuss progress and make decisions.
Focus on quality-related issues: The primary focus of a Quality Circle is to identify and resolve quality-related problems within the workplace.
Data-driven approach: Quality Circles use a data-driven approach to analyze problems, collect data, and develop solutions. This helps to ensure that decisions are based on facts and evidence.
Empowerment: Quality Circles empower employees to take an active role in the improvement of their work processes and the success of the organization.
Continuous improvement: The goal of a Quality Circle is to promote continuous improvement by encouraging regular analysis, problem-solving, and implementation of solutions.
Support from top management: The success of a Quality Circle program requires the support and commitment of top management, as well as clear goals and objectives, effective training and communication, and regular feedback and recognition for the members of the Quality Circle.

Structure of Quality Circle

The structure of a Quality Circle typically includes the following components:

The Quality Circle is made up of a small group of employees who work together to identify and resolve quality-related issues. The number of members in a Quality-Circle can vary, but typically ranges from 5 to 10 people.

Each Quality Circle has a designated leader who is responsible for facilitating meetings, guiding the problem-solving process, and ensuring the goals of the Quality-Circle are met.

Quality Circles typically meet on a regular basis, such as once a week or once a month, to discuss and work on quality-related issues. Meetings are usually held in a convenient location, such as a conference room or break room, and can last anywhere from 30 minutes to two hours.

The leader of the Quality Circle sets the agenda for each meeting, which includes items such as progress updates on ongoing projects, discussion of new problems to be addressed, and presentation of solutions.

Tools and techniques

Quality Circles may use a variety of tools and techniques, such as brainstorming, data collection and analysis, cause-and-effect diagrams, and flowcharts, to help them identify and resolve quality-related issues.

Feedback and recognition

Techniques used in a quality circle.

There are several techniques that are commonly used by Quality Circles in order to identify and resolve quality-related issues:

Brainstorming

This technique involves a group of people generating ideas and solutions to a specific problem. The goal is to encourage creative thinking and generate a large number of ideas in a short amount of time.

Brainstorming is a technique that is commonly used by Quality Circles in order to generate ideas and solutions to specific problems. It is a creative and structured approach to problem-solving that involves a group of people working together to generate as many ideas and solutions as possible in a short amount of time.

The process of brainstorming typically follows these steps:

Define the problem: The Quality Circle defines the problem that they are trying to solve, and ensures that everyone in the group has a clear understanding of the issue.
Encourage idea generation: Participants are encouraged to generate as many ideas and solutions as possible, without criticism or judgment. The goal is to generate a large number of ideas, even if some of them are not feasible.
Record the ideas: All of the ideas generated during the brainstorming session are recorded and organized in a way that makes them easy to review and analyze.
Evaluate the ideas: The Quality Circle evaluates the feasibility of each idea and identifies the best options for further analysis and development.
Implement the solution: The Quality Circle selects the best solution and implements it, monitoring the results and making adjustments as necessary.

Brainstorming is an effective technique because it encourages creative thinking and allows the Quality Circle to generate a large number of ideas in a short amount of time. By involving all members of the group in the problem-solving process, brainstorming helps to build teamwork and collaboration within the Quality Circle.

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Root Cause Analysis

This technique involves identifying the underlying cause of a problem. The Quality Circle will work to gather data, analyze it, and determine the root cause of a problem so that they can develop a solution that addresses the underlying issue.

Root Cause Analysis (RCA) is a technique that is commonly used by Quality-Circles in order to identify the underlying cause of a problem. The goal of RCA is to understand why a problem is occurring and to identify the root cause, so that a solution can be developed that addresses the underlying issue.

RCA typically involves these steps:

Define the problem: The Quality-Circle defines the problem that they are trying to solve and ensures that everyone in the group has a clear understanding of the issue.
Gather data: The Quality Circle collects data related to the problem, such as process flow diagrams, error reports, and customer complaints. The data is used to identify patterns and trends that may indicate the root cause of the problem.
Analyze the data: The Quality Circle analyzes the data that they have collected and uses tools, such as cause-and-effect diagrams, to identify potential causes of the problem.
Identify the root cause: The Quality-Circle works to determine the root cause of the problem by analyzing the data and the potential causes that have been identified. The goal is to determine the underlying cause of the problem, rather than simply addressing the symptoms.
Develop a solution: Once the root cause of the problem has been identified, the Quality-Circle develops a solution that addresses the underlying issue. The solution may involve changes to processes, procedures, or equipment.
Implement the solution: The Quality Circle implements the solution and monitors the results, making adjustments as necessary.

RCA is a systematic and structured approach to problem-solving that helps the Quality-Circle to identify and resolve quality-related issues in a thorough and effective manner. By addressing the root cause of a problem, RCA helps to ensure that the solution is effective and sustainable over time.

Data Collection and Analysis

Quality-Circles may use statistical tools, such as histograms, Pareto charts, and control charts, to collect and analyze data in order to identify trends and patterns that may indicate a quality-related issue.

Data Collection and Analysis is an important step in the problem-solving process used by Quality-Circles. This technique involves the collection and analysis of data related to a specific problem, in order to identify trends and patterns that may indicate a quality-related issue.

The steps involved in Data Collection and Analysis typically include:

Define the problem: The Quality Circle defines the problem that they are trying to solve and ensures that everyone in the group has a clear understanding of the issue.
Determine the data to collect: The Quality-Circle determines what data is relevant to the problem and how it can be collected. This may involve reviewing process flow diagrams, error reports, customer complaints, or other relevant data sources.
Collect the data: The Quality Circle collects the data that has been identified as relevant to the problem.
Analyze the data: The Quality-Circle uses statistical tools, such as histograms, Pareto charts, and control charts, to analyze the data. The goal is to identify trends and patterns that may indicate a quality-related issue.
Identify the root cause: Based on the analysis of the data, the Quality Circle identifies the root cause of the problem and develops a solution that addresses the underlying issue.

Data Collection and Analysis is an important part of the problem-solving process used by Quality-Circles because it helps to ensure that decisions are based on data and facts, rather than intuition or assumptions. By analyzing data in a systematic and structured manner, Quality Circles are better able to identify and resolve quality-related issues, and to implement solutions that are effective and sustainable over time.

Flowcharting

This technique involves creating a diagram that represents the steps in a process. Flowcharting can help the Quality-Circle understand the flow of work and identify areas where improvements can be made.

Flowcharting is a technique that is used by Quality Circles to visualize and analyze a process in order to identify areas for improvement. A flowchart is a graphical representation of a process that shows the sequence of steps involved, as well as the inputs, outputs, and decision points.

The steps involved in flowcharting typically include:

Define the process: The Quality Circle defines the process that they are trying to analyze and ensures that everyone in the group has a clear understanding of the process.
Gather information: The Quality-Circle gathers information about the process, such as process flow diagrams, process maps, and process descriptions.
Create a flowchart: The Quality Circle creates a flowchart that represents the process, showing the sequence of steps involved, as well as the inputs, outputs, and decision points.
Analyze the flowchart: The Quality-Circle analyzes the flowchart to identify areas for improvement, such as bottlenecks, waste, and inefficiencies. The goal is to identify opportunities to streamline the process and improve quality.
Develop solutions: Based on the analysis of the flowchart, the Quality Circle develops solutions to improve the process. Solutions may involve changes to processes, procedures, or equipment.

Flowcharting is a useful tool for QCs because it provides a visual representation of the process, which makes it easier to understand and analyze. By using flowcharting to identify areas for improvement, QCs are better able to streamline processes, improve quality, and resolve quality-related issues.

Cause-and-Effect Diagrams

Also known as Ishikawa or fishbone diagrams, these diagrams are used to identify the potential causes of a problem. The diagram takes the shape of a fish skeleton, with the problem represented by the head and the potential causes represented by the bones.

Cause-and-Effect Diagrams, also known as Ishikawa Diagrams or Fishbone Diagrams, are problem-solving tool used by Quality Circles to identify the root cause of a problem. The diagrams are used to identify all of the possible factors that may be contributing to a problem and to categorize these factors into groups.

The steps involved in creating a Cause-and-Effect Diagram typically include:

Define the problem: The QCdefines the problem that they are trying to solve and ensures that everyone in the group has a clear understanding of the issue.
Identify the possible causes: The Quality Circle brainstorms a list of all of the possible causes of the problem. The list should be comprehensive, including both direct and indirect causes.
Organize the causes: The QC categorizes the causes into groups based on common factors. This can be done by drawing a backbone or “fishbone” shape and attaching branches to represent each category.
Analyze the diagram: The QC analyzes the diagram to identify the root cause of the problem. This is typically done by focusing on the branches with the most causes or the most significant causes.
Develop solutions: Based on the analysis of the diagram, the QC develops solutions to address the root cause of the problem. Solutions may involve changes to processes, procedures, or equipment.
Implement the solution: The QC implements the solution and monitors the results, making adjustments as necessary.

Cause-and-Effect Diagrams are a useful tool for QC because they provide a structured and systematic approach to identifying the root cause of a problem. By using this tool, Quality-Circles are better able to resolve quality-related issues and to implement solutions that are effective and sustainable over time.

Process Mapping

This technique involves creating a visual representation of a process in order to understand the flow of work and identify areas for improvement.

Process mapping is a technique used by Quality-Circles to understand and analyze the steps involved in a process. The goal of process mapping is to identify areas for improvement and to streamline the process to improve quality.

The steps involved in process mapping typically include:

Gather information: The Quality Circle gathers information about the process, such as process flow diagrams, process maps, and process descriptions.
Create a process map: The Quality Circle creates a map that represents the process, showing the sequence of steps involved, as well as the inputs, outputs, and decision points. The map should be detailed and comprehensive, including all of the activities involved in the process.
Analyze the map: The Quality-Circle analyzes the process map to identify areas for improvement, such as bottlenecks, waste, and inefficiencies. The goal is to identify opportunities to streamline the process and improve quality.
Develop solutions: Based on the analysis of the process map, the Quality Circle develops solutions to improve the process. Solutions may involve changes to processes, procedures, or equipment.
Implement the solution: The Quality-Circle implements the solution and monitors the results, making adjustments as necessary.

Process mapping is a useful tool for Quality-Circles because it provides a visual representation of the process, which makes it easier to understand and analyze. By using process mapping to identify areas for improvement, Quality-Circles are better able to streamline processes, improve quality, and resolve quality-related issues.

What is the purpose of a Quality Circle?

The purpose of a Quality Circle is to improve the quality of products, services, and processes within an organization. Quality Circles are groups of employees who work together to identify, analyze, and resolve quality-related issues.

What are the benefits of Quality Circles?

The benefits of Quality Circles include improved quality, increased productivity, reduced costs, and improved employee morale. Quality Circles also provide a forum for employees to share ideas, collaborate, and develop problem-solving skills.

What techniques do Quality Circles use?

Quality Circles use a variety of techniques, including brainstorming, root cause analysis, data collection and analysis, flowcharting, cause-and-effect diagrams, and process mapping.

Who participates in a Quality Circle?

Quality Circles are made up of a cross-functional team of employees who are involved in a particular process or product. The team may include operators, supervisors, and managers.

What is the role of management in a Quality Circle?

Management plays a supportive role in a Quality Circle, providing resources and support to the team. Management is also responsible for implementing the solutions recommended by the Quality Circle.

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3G PRINCIPLE 3K PRINCIPLE 3M PRINCIPLE 3R 4M PRINCIPLE Avoid These Common Mistakes on a Job Interview Benefits of Kaizen Business Analysis capacity management Continual improvement Cybersecurity Cycle Time daily work management Examples gemba gembutsu genjitsu Industrial Trainer KAIZEN Kaizen continuous improvement Kaizen principles Kanban Lead Time Lean meaning Muda Mura Muri Objectives philosophy Process Process Analysis Quality Circle R&D RECYCLE Reduce Research and Development REUSE Rockwell hardness Significance Six Sigma Supply Chain Optimization The Secret of Standardization The Toyota 3M Model Total Productive Maintenance What is Capacity Management?

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Introduction to lean management
Kanban system
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Introduction to TQM
Kaizen philosophy
DMAIC process
Introduction to six sigma
Key tools for six sigma
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Supplier performance monitoring
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Concepts and principles
Defining DMAIC methodology
Understanding variation and process capability
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Tools and techniques
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Improving Business Processes: A Comprehensive Guide to Quality Circles
Process improvement techniques

Quality circles are an essential component of process improvement techniques and total quality management. They are a powerful tool for businesses looking to enhance their operations and achieve long-term success. In this comprehensive guide, we will delve into the world of quality circles, discussing what they are, how they work, and most importantly, how they can help your business thrive. Whether you are a small startup or a large corporation, understanding and implementing quality circles can have a significant impact on your bottom line.

So, let's dive in and explore the benefits and strategies of quality circles in improving business processes. In today's competitive business landscape, efficiency and optimization are key to success. One way to achieve this is through quality circles, a powerful technique that can transform your business and drive operational excellence. So what exactly are quality circles? Simply put, they are small groups of employees who come together to identify and solve problems within a specific area of the business. These groups are usually formed voluntarily and work on a regular basis to improve processes and operations. Quality circles are an important aspect of total quality management (TQM) and fit into the larger context of process improvement techniques. TQM focuses on continuous improvement and involves all employees in the organization, making it a holistic approach to quality management. One of the main benefits of quality circles is their ability to optimize the supply chain.

By identifying and addressing issues within a specific area of the business, these groups can improve the overall efficiency of the supply chain. This not only leads to cost savings but also improves customer satisfaction by ensuring timely delivery of products or services. To better understand the impact of quality circles, let's take a look at some real-life examples. Toyota, a pioneer in lean management, has successfully implemented quality circles in its production processes. By involving employees at all levels in continuous improvement efforts, Toyota has been able to achieve high levels of efficiency and quality in its operations. Another example is Honda, which has used quality circles to reduce defects in its production process by 50%.

This resulted in significant cost savings and improved customer satisfaction. Now that you have a better understanding of what quality circles are and how they can benefit your organization, you may be wondering how to implement them in your own business. The first step is to identify areas where there is room for improvement and form small teams to address these issues. It's important to involve employees from different departments and levels in order to get a well-rounded perspective. Next, provide training and resources to these teams so they can effectively identify and solve problems. It's also important to establish a system for regular communication and feedback, as this is crucial for the success of quality circles. In conclusion, quality circles are a powerful tool that can help your organization achieve operational excellence.

Quality Circles in Process Improvement Techniques

Real-life examples, what are quality circles, why quality circles are important.

They are structured group activities aimed at identifying and solving problems within a specific area of the business. By involving employees at all levels, quality circles promote collaboration and foster a culture of continuous improvement. One of the main benefits of implementing quality circles is their ability to improve communication within an organization. By bringing together employees from different departments and levels, quality circles encourage open dialogue and the sharing of ideas. This can lead to innovative solutions and a better understanding of the overall business processes. Another advantage of quality circles is their focus on employee empowerment.

By involving employees in problem-solving and decision-making processes, they feel more invested in the success of the company. This can lead to increased motivation, job satisfaction, and ultimately, higher productivity. Furthermore, quality circles can help identify and address issues that may have gone unnoticed by management. Employees who are directly involved in day-to-day operations often have valuable insights into potential problems or inefficiencies. By leveraging their knowledge and experience, quality circles can help businesses streamline processes and improve overall performance. In summary, quality circles are an essential component of process improvement techniques and total quality management.

How to Implement Quality Circles in Your Business

Step 2: form a quality circle team, step 3: define objectives and goals, step 4: train and educate team members, step 5: implement quality circles, step 6: monitor and evaluate, step 7: celebrate successes and address challenges.

By implementing this technique along with other process improvement strategies, you can optimize your supply chain and drive operational efficiency. Don't wait any longer – start implementing quality circles in your business today and see the positive impact it can have.

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Project Monitoring and Control: Maximizing Operational Excellence Strategies
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Developing a Quality Management System for Operational Excellence Strategies
Sustaining Six Sigma Results: Strategies for Achieving Operational Excellence
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Quality Circle In A Nutshell

A quality circle is a team of employees who come together regularly to identify and solve problems specific to their work area.

Table of Contents

Understanding quality circles

The quality circle is a participatory management technique where employees meet in teams to identify, discuss, and solve work-related problems.

These teams, which consist of no more than twelve individuals, are normally led by a supervisor or manager and seek to facilitate better standards in the workplace.

Employees who participate in quality circles are sometimes trained in formal problem-solving methods such as the Pareto analysis , cause-and-effect diagrams, and various brainstorming techniques .

After completing any one of these analyses, individuals are encouraged to discuss their conclusions with superiors who have the power to implement solutions.

Quality circles are not a new concept in business , with a study commissioned by the New York Stock Exchange finding that 44% of companies with more than 500 employees were using them as early as 1982.

While hard data are harder to come by today, Harvard Business Review believes that at least 90 of the top Fortune 500 companies have a quality circle program in place .

Some companies, such as IBM, Xerox, and Honeywell, use them extensively.

Objectives of quality circles

It may appear on the surface that the only objective of a quality circle is to solve workplace problems. In truth, however, there are numerous benefits for employees and the organization as a whole:

Quality circles enable employees to hone important collaboration skills and solve critical problems by working together.

Personal development

In a similar vein, individuals within the team develop better communication, critical thinking , and leadership skills.

The perspectives, knowledge, and experience of one person are also enhanced by those shared by another.

Quality circles allow employees to feel like their opinions or contributions are valued by the organization .

An attitude of continuous improvement increases employee motivation and the efficiency of processes and procedures.

Structure of a quality circle

The structure of a quality circle is somewhat flexible, but in many cases is comprised of the following stakeholders:

The employees who participate in the process, undertake formal training, and present solutions to management .

Non-members

Those employees who choose not to participate in the quality circle but have important ideas to put forward.

A member-elected individual who ensures meetings run smoothly and serve the desired purpose.

Some quality circles may also appoint a deputy leader.

Coordinator

These individuals establish quality circles, train leaders and members, and report information back to the steering committee.

Steering committee

Individuals within upper management who ensure meetings remain on track and act on employee recommendations.

Coordinating agency

An agency that manages the budget, organizes employee training, and ensures quality circles are incorporated into business operations.

Case Studies

Background: Toyota is renowned for its commitment to quality and continuous improvement. The company’s implementation of Quality Circles has been a key factor in its success.
Process: Toyota encourages employees at all levels to participate in Quality Circles, which focus on identifying and solving problems related to manufacturing processes, product quality, and workplace efficiency.
Impact: Quality Circles at Toyota have led to significant improvements in production efficiency, reduction in defects, and enhanced employee morale. For example, teams have implemented solutions to reduce waste, improve cycle times, and enhance safety protocols on the factory floor.
Success Story: One notable success story is Toyota’s use of Quality Circles to address assembly line bottlenecks in its manufacturing plants. By empowering employees to propose and implement solutions, Toyota achieved substantial increases in productivity and cost savings.
Background: Maruti Suzuki, India’s leading automobile manufacturer, has embraced Quality Circles as part of its commitment to delivering high-quality vehicles to customers.
Implementation: Maruti Suzuki encourages employees across its production facilities to form Quality Circles focused on improving quality, efficiency, and safety in their respective work areas.
Achievements: Quality Circles at Maruti Suzuki have played a pivotal role in reducing defects, optimizing production processes, and enhancing overall product quality. For instance, teams have implemented innovative solutions to streamline assembly line operations, leading to significant improvements in productivity and cost efficiency.
Recognition: Maruti Suzuki’s Quality Circle initiatives have garnered recognition from industry peers and regulatory bodies for their contribution to excellence in manufacturing and customer satisfaction.
Background: Tata Steel, one of the world’s largest steel producers, has a long-standing tradition of employee involvement and empowerment through Quality Circles.
Approach: Tata Steel encourages employees at its steel plants to form Quality Circles to address challenges related to safety, productivity, and environmental sustainability.
Impact: Quality Circles at Tata Steel have led to notable improvements in workplace safety, reduction in accidents, and optimization of production processes. Teams have implemented innovative solutions to enhance equipment reliability, minimize downtime, and improve resource utilization.
Continuous Improvement: Tata Steel fosters a culture of continuous improvement by providing training and resources to support Quality Circle initiatives. The company regularly recognizes and rewards teams for their contributions to operational excellence and innovation .
Background: Honda is known for its innovative approach to manufacturing and product development. The company’s use of Quality Circles has been instrumental in driving improvements across its global operations.
Engagement: Honda actively engages employees at its manufacturing plants to participate in Quality Circles aimed at addressing challenges related to quality, efficiency, and customer satisfaction.
Innovation: Quality Circles at Honda have been catalysts for innovation , with teams introducing novel solutions to enhance production processes, reduce waste, and optimize supply chain logistics.
Results: Honda has seen tangible results from its Quality Circle initiatives, including improved product quality, higher production efficiency, and greater employee engagement. By empowering frontline workers to contribute ideas and implement solutions, Honda has strengthened its competitive position in the automotive industry .

Key takeaways

It may appear that the only objective of a quality circle is to solve workplace problems, but they also serve to increase employee skills, motivation, and productivity.
Various stakeholders participate in the quality circle process. These include members, non-members, leaders, coordinators, steering committees, and a coordinating agency.

Key Highlights:

Quality circles are teams of employees who regularly collaborate to identify and resolve work-related problems in their specific area.
These teams, usually consisting of up to twelve members, work under the guidance of a supervisor or manager to improve workplace standards.
Quality circle participants are often trained in problem-solving methods like Pareto analysis , cause-and-effect diagrams, and brainstorming techniques.
Solutions derived from analyses are discussed with higher-ups who have the authority to implement changes.
Quality circles have been employed in business for several decades, with a significant number of large companies using them since at least the 1980s.
Numerous Fortune 500 companies, including IBM, Xerox, and Honeywell, have implemented quality circle programs.
Teamwork enhancement, leading to improved collaboration and problem-solving skills.
Personal development, fostering better communication, critical thinking , and leadership skills.
Positive attitudes, recognizing employees’ contributions, boosting motivation, and refining processes.
Members: Actively involved employees who receive training, propose solutions, and collaborate.
Non-members: Employees with valuable ideas who choose not to participate directly.
Leaders: Elected members who facilitate meetings and ensure their effectiveness.
Coordinator: Responsible for initiating circles, training members and leaders, and reporting to higher management .
Steering Committee: Upper management representatives overseeing meetings and acting on employee suggestions.
Coordinating Agency: Manages budget, training, and ensures integration of quality circles in business operations.
Quality circles are employee teams addressing work-related problems.
Their objectives extend beyond problem-solving to skills enhancement, attitude improvement, and personal development.
Quality circle structures involve various stakeholders, each contributing to the success of the program.

Related Management Concepts

Smart Goals

Micromanagement

Delegative Leadership

Agile Leadership

Active Listening

Adaptive Leadership

RASCI Matrix

Flat Organizational Structure

Tactical Management

High-Performance Management

Scientific Management

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Quality Circle

In fact, it is a practical application of McGregor’s Theory ‘Y’ that if given the right environment and decision making power, people will enjoy and take pride in their work thus leading to enrichment of their work life.

Quality circle is a small group of employees in the same work area or doing similar type of work who voluntarily meets regularly for about an hour every week to identify, analyse and resolve work related problems. The objective is to improve quality, productivity and the total performance of the organisation and also to enrich the quality of work life of employees.

Learn about:- 1. Meaning of Quality Circle 2. History of Quality Circle 3. Concept 4. Philosophy 5. Features 6. Objectives 7. Organisation Structure 8. Steps 9. Techniques 10. Benefits 11. Limitations.

Quality Circle: Meaning, History, Concept, Philosophy, Features, Objectives, Structure, Techniques, Benefits and Limitations

Quality circle – meaning.

Quality circle is a people building philosophy based on the premise that an employee doing a particular job is biggest expert of that field and thus is in a better position to identify, analyse and resolve the work related problems through their innovative and unique ideas. In fact, it is a practical application of McGregor’s Theory ‘Y’ that if given the right environment and decision making power, people will enjoy and take pride in their work thus leading to enrichment of their work life.

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By solving their work related problems, the employees reduce the rejection rate, rework and thus their mental tensions are reduced, enabling them to work with total commitment and dedication.

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.

The size should not be so high that every member cannot have sufficient time and opportunity to participate and contribute. The quality circle members must be from the same work area so that the problems they identify will be familiar to all the members for effective participation.

It is a small group of employees in the same work area or doing similar type of work who voluntarily meet regularly for about an hour every week to identify, analyse and resolve work- related problems not only to improve quality, productivity and the total performance of the organisation, but also to enrich the quality of work life of employees. There is a misconception that quality circles and task force are one and the same. But a quality circle is not task force and the former is broader than the latter.

A task force is a group of most skilled employees selected and appointed by management, engaged in various functions with an orientation to problem-solving. The quality circles are voluntary associations of workers of the same work place. Quality circles involve people in solving problems and tap their brain power effectively.

A task force is appointed by the management for problem solving whereas quality circle is a voluntary association of workers of the same workplace. While quality circle is formed to improve quality of products/services, productivity and reduce cost of production, it also satisfies the psychological need for self-esteem and recognition of the workers. Members of the quality circle jointly discuss and identify the problem, analyse them thoroughly and recommend solutions.

Set up of Quality Circle:

1. Non-members are the persons who help in implementing the recommendations made by the quality circle members.

2. Members are the main players in the programme and they participate in the meetings, express their ideas and develop solutions to the problem.

3. Leader is elected by the members and the line manager may act as the leader of the quality circle.

4. Facilitator is a link between the quality circle leader and the steering committee and his duties include co-ordination, training of members, initiating forming of quality circle, provide feedback to steering committee and act as an evaluator.

5. Steering committee, the apex body operating at plant level, responsible for formulating objectives and providing resources to quality circle members.

6. Top Management, the decision making body, consisting of chief executive officer, general managers and other senior managers provides support and encouragement to quality circles.

Quality Circle – History of Quality Circle from Second World War to Present

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.

The Second World War devastated all industries and Japaneses had to build up their economy from the scratch. To improve the image of the nation, Gen. Douglas McArthur, in command of the allied forces in Japan at that time, requested the United States Government to send management experts to help the Japanese rejuvenate their industries.

An eminent expert on Statistical Quality Control Techniques of the United States, Dr. Edward Deming, was sent to Japan from 1948-1950 to train the Japanese management personnel. Then during 1954-55, another famous management consultant, Dr. Juran visited Japan to lecture on ‘Quality Management’. He preached that quality begins at the stage of designing and ends after satisfactory services to the customers. ‘Total Quality’ becomes more important for the success of any organisation rather than quality during the stage of only manufacture.

The Japanese Government was deeply satisfied with the achievements of Dr. Deming and Dr. Juran and it followed various programmes on Quality Control, statistics and other related subjects. The image of Japanese industries improved with these programmes. The Quality Circle movement started gathering momentum. Many people were involved, and most of them were supportive to the movement. The nation strived to improve its quality image and productivity.

Thus 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).

With the successful execution of quality circles in Japan and U.S.A., many other countries also adopted Quality Circles as a tool to improve their quality of work life. Now many countries of the world (like Norway, Sweden, Brazil, Canada, France, U.K., Singapore, Korea, Taiwan, Holland, China, Russia) have accepted quality circles as a very effective instrument for improving the total performance of any organisation.

Quality Circle – Concept to Make Quality Circle Process Effective

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.

Quality circles provide a future-oriented approach. They seek high quality products in the current production run and in the future. They look at imperative issues such as – quality improvement and organisational performance. The employees come together voluntarily to form associations to contribute to the organisation.

The following concepts should be followed to make the quality circle process more effective:

a. Persuasion by all the parties concerned that there is more than one way to solve a problem successfully.

b. Encouragement of all the members to clarify and build on each other’s ideas.

c. Periodic summarizing of the activities by the leader or by the member to ensure common understanding.

d. Avoidance of heated arguments in favour of one particular position. In other words full-throated eloquence should not be a substitute for clarity and logic.

e. Avoidance of such techniques as majority vote and division to obtain group agreement.

f. Promotion of constructive disagreements in place of dodging arguments in search of artificial state of harmony.

g. Suspicion of agreement that comes to quickly and easily. Circle leader who is also a supervisor must constantly beware of the influence of the supervisory position.

Every organization must provide for the participation of the work force in solving quality problems. One approach makes use of Quality Circles. A more revolutionary approach involves self-managing teams.

(a) Recognizing and rewarding worker’s efforts even if recommendations are not adopted. Giving workers increased discretion and self-control to act on their recommendations is an excellent reward.

(b) Offering monetary rewards through the suggestions program.

(d) Establishing a system for circle’s to expand into cross-functional teams when it appears to be a logical step. Circle may become ‘fatigued’ when they have accomplished about all they can by themselves and see the need to work with their internal suppliers and customers.

(e) Training of middle managers in circle tools and techniques so they can ask their subordinates the ‘right questions’ and not to the ‘outsiders’. These tools are also useful for the managers’ own process.

(f) Addressing middle management resistance when diagnosed. Typically, management is concerned about a loss of authority and control.

(g) Measuring effectiveness by focusing on the quality of the process- e.g., the training, the group discussion process, the interpersonal relationship, supervisory leadership style- rather than outcomes.

The resources may include the following:

i. Personnel with appropriate skills.

ii. Infrastructure

iii. Equipment for design/development manufacture and inspection without proper resources producing quality product will remain a dream.

Quality Circle – Philosophy of Quality Circle Activities

The philosophy of quality circle activities, involves the following:

1. Contribute to the development and improvement of the organization,

2. Respect humanity and build a happy bright work shop which is meaningful to –

(i) People not treated as a part of machinery, but as human beings engaged in meaningful jobs and exposing their full potential

(ii) Employees use their wisdom and creativity in work they are engaged.

(iii) Employees develop their ability through an opportunity to use their brains.

(iv) Employees are not isolated from each other and act as a group creating harmonious human relations based on bonds of brotherhood in the workshop.

(v) Employees mutually educate themselves by sharing an experience.

(vi) Employees are given due recognition by all.

3. Display of human capabilities fully and eventually draw out infinite possibilities.

4. It promotes job involvement and participation

5. In short, it is a people building philosophy.

Quality Circle – 8 Key Features: People Building Philosophy, Voluntary Group, Participative Program, Supportive Management and a Few Others

The key features of quality circles are as under:

1. 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.

2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

7. 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.

8. The focus is on quality related problems.

Quality Circle – 7 Important Objectives

The important objectives of quality circles are:

(i) To develop, enhance and utilise human resources effectively;

(ii) To improve quality of products/services, productivity and reduce cost of production per unit of output;

(iii) 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;

(iv) To improve various supervisory skills like leadership, problem solving, inter-personal and conflict resolution; and

(v) To utilise individual imaginative, creative and innovative skills through participation, creating and developing work interest, including problem solving techniques etc. Achievement of these objectives effectively requires the use of certain techniques.

(vi) To make use of the knowledge and skills of the workers.

(vii) To develop good relations between workers and managers and create cordial industrial relations.

Quality Circle – Organisation Structure (With Role of Different Elements of Quality Circle)

There is no need to form a separate organisation structure for the quality circles. Most of the functions performed by quality circles constitute normal work of the business and can be carried through normal channels of the organisation. There will occur more advantages when people work with the same group of people under the same chain of command than to create new positions or form new department.

Even though the formal organisation is recommended, but quality circles does create an informal organisation to carry out many functions of their program. Many people get involved in the program and they play different roles in the projects.

The typical organisation structure of quality circles consists of non-members and members. The hierarchy in an organisation is at seven levels starting with non-members, members, leader/deputy leader, facilitator, departmental/steering committee, coordinating agency and the top management.

They meet on regular basis to identify the work centre problems and develop solutions to these problems. Normally quality circles meet in a free period i.e., at the lunch hour or after the factory hours. The meetings are loosely structured and often begin with a brainstorming session to identify, analyse and resolve work problems being experienced by the work centre.

The structure of quality circles is put in a simple ‘pyramid form ’ and the role of different elements of quality circles is being discussed below:

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.

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.

The main activities of circle members include:

i. Regular attendance of meeting,

ii. Active participation in the discussion,

iii. Identification of issues deterring improvement,

iv. Analysis of issues/problems

v. Submission of suggestions for improving quality and solving problems arising in work related areas.

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.

Normally members themselves choose their hierarchical supervisor as their leader. Leaders help keeping the circle meetings on the right track by applying quality circle techniques to solve quality problems. The leader should have more positive and constructive attitude in order to get better response from the members. A healthy approach would be to have leaders and deputy leaders by rotation.

To have a high degree of individual involvement and participation, leaders should assign tasks to different members and give them necessary guidance. The leader ensures that every circle member is involved in circle activity with a high degree of enthusiasm and involvement. He also ensures disciple and decorum during the meetings and evolves consensus decision-making process. In short, “leader is one who knows the way, shows the way and goes the way.”

The main functions of the leader are:

i. Conducting meetings regularly

ii. Generating enthusiasm for circle activities.

iii. Acting as link between members and facilitators.

iv. Keeping the meetings on the right track.

v. Training members in problem solving techniques.

(iv) Facilitator – Facilitator is an important link between the quality circle leader and the steering committee.

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.

By virtue of being high in the organisation hierarchy, he ensures the proper implementation of the recommendations. Moreover, facilitator is the personification of the top management’s commitment and support to the activities of the quality circles.

Facilitator acts as a guide, counsellor, teacher and a catalyst to his group by extending support to the operations of quality circles. He also lends assistance and support to the leaders/deputy leader whenever required and helps in training the members. He should be able to develop confidence in the minds of quality circle members so that they can always bank upon him for any assistance that may be required.

The main duties of a facilitator are:

(a) Serving as a quality circle coordinator.

(b) Training members, leaders and management.

(d) Providing feedback to the steering committee regarding the proceedings 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.

5. Departmental/Steering Committee:

Committees are formed to establish and approve the policies and programs of quality circles. The committee comprises of heads of major functions as members and the Chief Executive of the organisation as the chairman. The departmental/steering committee gives the approval to start the program and offer basic guidelines for the operation of quality circles. The committee also ensures proper implementation of circle projects and promote quality circle activities.

The steering committee’s function is to keep quality circles effective and on target. It ensures that the company does and will continue to support all circle activities and solutions. The doors for better communication between the management and the people actually doing the work gets open by the activities of the departmental committees. The employees get an opportunity to see how the management operates and help in the decision-making and problem-solving process within the organisation.

The steering committee/departmental committee takes an overview of the operations of quality circles as a whole. The committee seeks to identify the problem areas and suggest remedial action, on the basis of the report from the facilitator. The committee also takes decisions and gives policy guidelines for the healthy propagation of the concept of quality circles.

The committee also sanctions major programmes and financial support to give thrust to the promotion of the quality circles.

The main functions of the steering committee are:

(a) Providing training to the quality circle leaders.

(b) Arrangements of meeting halls and associates in the meetings.

(d) Making quality circle activities as part of the organizational goals.

The steering committee would take part in the top management presentation given by the quality circles and respond to circles recommendations expeditiously, they may also participate in annual social get- together.

(vi) Top Management – The top management in the quality structure consists of chairman and managing director, directors, chief executives, general managers and other top executives. Without the faith and commitment, support and encouragement from this top level the activity of the quality circles cannot be deemed to have complete support for the programme.

(vii) Coordinating Agency – The quality circle structure does not mean a separate department to look after its activities, a great deal of coordination is called for convening steering committee meetings, arranging management presentations, formulating budgets and disseminating relevant information on circles to the parties etc.

6. Coordinating Agency:

The coordinating agency organises the activities of the quality circles and ensures the continuity of its operations. Anyone who is committed to the concept of quality circle and is dynamic in approach could act as coordinating agency.

The co-ordinating agency organises the training programmes for the members as and when new circles are formed. It coordinates and evolves a consensus for norms to assess the performance of different quality circles and of different divisions. It also prepares a budget for the functioning of quality circles and submits the same to the Steering Committee for adoption.

The main functions of the co-coordinating agencies are:

(a) Preparing agenda and convening meetings for the steering committee.

(b) Presenting the report of quality circle activities to the steering committee.

(d) Co-ordination training programs and arranging seminars work shops

(e) Conventions and top management presentations frequently.

7. Top Management:

The involvement of top management in setting and implementing the quality circle program is very essential. No quality circle program can be successfully implemented without the support of top management. The program facilitator should invite top management to the program and present the best completed projects. He will involve the top management in the achievements of circle to gain its support and involvement.

The primary role of the top management is to extend visible support to the movement of quality circle by attending the major functions such as annual conventions, seminars; messages in newsletters etc. The top management should preside over its meetings for constantly overseeing the progress of the movement and sanction funds for the quality circles.

Quality Circle – Step Taken in Order to Introduce and Establish Quality Circles Programme

In order to introduce and establish a quality circle programme in an organization the following steps have to be taken:

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.

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.

(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.

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.

Quality Circle – 3 Mainly Used Techniques: Brainstorming Processes, Cause and Effect and Sampling and Charting Methods

The quality circles use certain techniques to identify analyse and resolve problems; they are:

(a) Brain storming

(b) Data collection

(d) Cause and affect diagram.

(e) Line graphs

(f) Frequency distribution.

(g) Scatter diagram, and

(h) Histograms.

Among these the three techniques mainly used in discussing various problems at quality circles.

Technique # 1. Brainstorming Processes:

Under these techniques a complete and free environment is created where employees can voice all their worthy and stupid ideas. All these ideas are recorded seriously. This technique is useful to generate as many ideas as possible. Later, the plus and the minus points of each idea are discussed before taking final decision.

Technique # 2. Cause and Effect:

Members are asked to find out the causes for the identified problem. In this process they identify one important effect of this cause on the problem. Then they identify other causes and their effects. Charting out of those causes and effects resembles a fish bone diagram.

Technique # 3. Sampling and Charting Methods:

The quality circles observe the events and their consequences in the form of positive or negative results. They chart out all their observations either in sequence or in some other relationship, which gives a clear idea of the problem. These techniques will work effectively in attaining objectives only when the organization structure of the quality circle is sound and systematic. The following chart explains the various stages/steps in the process of quality circle and techniques used by the business organization in the present competitive and global word.

Quality Circle – Top 10 Benefit Derived from the Program of Quality Circles (Along with Some Benefits for the Members and the Organisation)

The program of quality circle is supposed to give many benefits to the business enterprise. Quality circles allow workers to participate, make suggestions and solve quality problems. Most of their suggestions get implemented without much hassle. The quality of the company’s products and consequent reputation of the company also increase with the working of quality circles.

The impact of quality circle activities is felt by both the company as well as the community. People enjoy the work in quality circles because their suggestions are accepted. Thus more harmony is created within the company and this is the secret of the success of a company adopting quality circles.

More specifically, following benefits are derived from quality circles:

1. Self-Development:

Every person who joins the quality circle program gets training to enhance his knowledge and skills. Training helps them to improve their abilities and promote success in other areas of life also. Quality circles are formed in those areas where people can work in a group.

So they develop the feeling of cooperation and mutual understanding while working with others. They learn to cope with personal differences and understand another’s view point while working cooperatively towards a common goal.

2. Job Satisfaction:

People get a sense of pride when opportunities are given to them to use their ideas and brain power. They get a sense of achievement and satisfaction when their ideas are considered and executed. They work with more enthusiasm while performing their jobs.

3. Reduction of Waste:

Quality can be achieved by cutting down the waste in material, labour and time. By working together and helping each other, these wastages can be avoided. By reducing/avoiding the waste, the cost of operations can be brought down considerably.

In today’s inflationary conditions, where cost of material and wages are rapidly increasing, it becomes imperative to reduce the cost and waste. Costly items can be referred to quality circles and they can be asked to reduce the cost without reduction in quality.

4. Improvement of Quality:

A quality circle is one of the best answers to solve problems and improve the quality image. Improving quality is a never-ending job. There is always a scope for further improvement. Consumers constantly demand better quality and a business has to come up to the expectations of consumers in order to survive and grow in the competing market. Quality always matter whether the deal is with the people, the process, the machine or the material. The basic idea underlying the establishment of quality circles is to improve the quality by the involvement of everyone participating in the organisation.

5. Improvement of Communication:

Good communication is very important for a working life. Quality circles improve communication through group activities which take place frequently. Poor communication can cause dissatisfaction and undue tension. It can lead to misunderstandings and confusion due to the mis-interpretation of the messages. In quality circles, people become more open-minded, they talk more about their problems and develop a positive working atmosphere.

6. Improve Participation:

Membership in a quality circle means a participative environment—an interaction with the work group. Participation encourages commitment of the employees in producing quality goods. The involvement of everyone working in the organisation gets involved and improve the operations of the enterprise. Everyone from top to bottom works towards a common goal i.e., success through quality.

7. Improvement in Productivity:

Quality circles have proved to be a valuable tool for increasing the productivity and improving the work quality by enhancing worker’s participation and job- satisfaction. Reduction of costs and elimination of waste/rejects also contribute towards the improvement in productivity. Japan, Germany and France are ahead of many industrial nations due to their adoption of quality circles as a means to improve their productivity.

8. Problem Solving Opportunities:

An excellent opportunity to solve many work problems is provided by quality circle programs. People get a chance to get together and think about their problems and then try to solve them through this program. People get more satisfaction when the ideas generated by them are used to resolve the organisational problems and conflicts.

9. Team Spirit:

A sense of team-spirit is inculcated among the group members working in the quality circles. While working with each other, a feeling of togetherness is created. They start helping each other. They start talking about business and other problems during lunch time. The teams become a strong force to combat growing competition and inflationary problems.

10. Reducing Absenteeism and Grievances:

Various studies have proved that there has been a remarkable reduction in absenteeism in the quality circle departments. People start enjoying the work and they prefer to come to the job rather than sitting at home. By linking all kinds of people together, the grievances of many employees get reduced. They start spending their time and energy on higher productivity and better quality by setting aside their minor differences. Thus quality circles help many companies in reducing their absenteeism and industrial grievances.

Some Other Benefits to Members and the Organisation:

Quality circles benefit both the members and the organization.

(i) Benefits for the Members:

(a) Satisfaction and self-esteem and esteem from others.

(b) Improved job satisfaction.

(d) Satisfaction of social and psychological needs.

(ii) Benefits to the Organization:

(a) Improvement in the job performance of members

(b) Development of solutions to the identified areas.

(d) Promotion of participative management culture and team work

(e) Generation of pride among members in doing a meaningful job

(f) Increased managerial effectiveness

(g) Development of problem solving- ethic in organization

(h) Development of harmony and mutual trust between members and Management.

Quality Circle – 6 Common Limitations: Resistance, Lack of Time, Lack of Ability, Lack of Management Commitment and a Few Others

Despite many advantages, quality circles have failed in many organisations.

The common limitation in initiating quality circle are as under:

Limitation # 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.

Limitation # 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.

Limitation # 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.

Limitation # 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.

Limitation # 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.

Limitation # 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.

Despite these problems and hurdles, the quality circle program is excellent. By understanding the principles thoroughly and implementing the program properly, the success of quality circle is rest assured. The essential ingredient for excellence is to make the participative philosophy of quality circles a way of life in all of our activities. Any successful program of quality circle calls for patience and perseverance and can be achieved only through the voluntary and whole-hearted participation of one and all in this people building process.

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What Are the Fundamentals of Students’ Quality Circles?

First Online: 14 July 2022

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Dinesh P. Chapagain 2

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The basics of the Students’ Quality Circle (SQC) can be explained by a framework represented by a house of SQC. Strong foundations for SQC are the societal needs of value in education and commitment from the top management of the educational institution. There are three pillars of the SQC house. The first is appreciation and problem solving, second is quality mindset, and the third one is quality skill. The lintels and beams are lateral and analytical thinking, self-discipline, and self-confidence. The roofs are the good and smart characters of the students and the Steeple is the total quality person. SQC goes parallel with various dimensions of quality mindset of students. SQC applies round-robin brainstorming practice and enhances lateral thinking and analytical thinking for developing self-discipline and self-confidence among students. Students practicing SQC needs a quality brainstorming skill. Students need to use this skill every time they work on SQC. While brainstorming students understands the way to avoid the barriers for lateral thinking. Five golden rules are suggested for SQC. Brainstorming is a process of developing creative ideas in a team.

In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist . Kaoru Ishikawa, Father of Total Quality Management and QC Circle

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Chapagain, D.P. (2022). What Are the Fundamentals of Students’ Quality Circles?. In: Students’ Quality Circles. Springer, Singapore. https://doi.org/10.1007/978-981-19-1080-7_2

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Quality circle

Techniques used in Quality Circle Mainly three techniques are used in discussing various problems within the quality circles.

1.Brainstorming 2.Cause and effect diagrams 3.Sampling and charting methods

1.Brainstorming Brainstorming is a technique to stimulate idea generation for decision making. Under this technique, a free environment is created with a view to stimulate creativity. In this free environment, employee’s ideas are free from criticism. Hence, employees voice all their ideas. All these ideas are recorded seriously. This technique is useful to generate as many ideas as possible. Later, the plus and minus points of each idea are discussed, before taking a decision.

2.Cause and effect diagrams Members are asked to find out the causes for the identified problem. In this process, members identify one important effect of this cause on the problem. Then, they identify other causes and their effects. Charting out of the causes and effects resembles a fish bone diagram. Hence this technique is also called ‘ fishbone diagram’.

3.Sampling and charting methods Members of the quality circles observe the events and their consequences in the form of positive or negative results. They chart out all their observations either in sequence or in some other relationship, which gives a clear idea of the problem.

These techniques will work effectively in attaining the objectives only when the organizational structure of QC is sound and systematic.

Organizational Structure of QC The organizational structure of C generally consists of four levels :

1.Steering Committee It consists of representatives of managements from different departments at top level and top representative of recognized unions/federations of employees. Steering committee sponsors QC programmes in the entire organization by defining overall objectives and operating guidelines relating to the identification of the department where the circles are to be formed, provision of training to leaders and members of QC, identification of the problems to be discussed, receiving, discussing and finalizing the suggestions, action plans, budgets etc.

2.Facilitator The facilitator is an important person between the quality circle and the steering committee. They perform the following functions: a)Act a s consultant and guide to the QC leaders. b)Initiate the setting up of QCs by persuading the supervisor. c)Provide feedback to the steering committee about the proceedings and results of QC. d)Act as an evaluator and reviewer of QC operations and programmes.

3.QC leader Each quality circle is headed by an elected leader who coordiantes and streamlines the work of all members. The manager/supervisor of a particular section where the QC is set up may act as leader. He conducts meetings, initiates discussions, motivates members to participate actively and acts as a link between members and the facilitator. He also trains members in problem identification, discussion and problem solving technique.

4.QC Members Members of single work group form into a quality circle. They join voluntarily or by invitation. They are also free to withdraw from membership whenever they like. Members activities include: attending meetings, participating actively in problems-identification, contributing ideas in developing solutions to the identified problems and the like.

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In the recent economic down trend, the world over, the conditions have necessitated Lean thinking in every aspect of our working.

‘Lean’ simply means a systematic approach to identifying all types of waste and optimum utilization of available resources, continuous improvement, ensuring smooth flow of the product in the supply and manufacturing chain and meeting customers demand.

In short, ‘Lean’ is about “doing more with less” – less inventory, less time, less space, less movement, less man hours and with less money. Lean is speed with which one can deliver a quality product or service by ‘doing a job right first time’. ‘Quality Circles Concept’ started in 1962 in Japan as Quality Control Circles and since 1982, India is practicing

This made Mr. D K Srivastava, Executive Director, QCFI to evolve a new concept – Lean Quality Circle (LQC) and presented in the Board Meeting held March, 2010. After their approval, the concept was implemented in few organizations on trial basis in Units of Parle & NTPC a case study portraying the problem solving techniques using LQC methodology were presented in the Board Meeting held in September, 2010 and was well appreciated.

He has to his credit a few new Quality Concepts:

Jagriti Group (Awareness Group), 5-S at Home, Integrated Approach For Modern Quality Concepts for Business Excellence Quality Circles with an objective of ‘self and mutual development’. Needless to say, for development, we have to learn each and every aspect in a systematic way. In Quality Circles, members learn as to how to work in a team, how to conduct meeting, selection of problem through group consensus, so that team cohesiveness is maintained. For the development of a human being, development of brain is a must. To develop brain power, brain storming is required. For brain storming some specific topic is required for thinking. The best way is to think about their own work-related problems. ie. brain storming will be used to analyse and solve problems as well as to develop themselves.

For team work, if team members are from the same work area, or doing similar type of work, problems will be common and if the team selects their own work related problems, one by one, from simpler problem to tougher problem, each team member will apply their brain and by this way problem will be solved as well as development of people will be there, which would amount to knocking down two birds with one stone. If team members are from the same work area doing similar type of work as defined above in Quality Circles, then problems identified will be common, known to everyone and understood. This will enable them to select the problems one by one, analyse and solve them. It is through synergistic team work that the development of the people mutually takes place. Quality Circles are not merely problem solving groups, but a medium for people’s development and at the same time for solving problems through the application of their knowledge and experience.

The effect of such activity could be seen in many of the Quality Circle case studies. Circle members are able to take the problem, analyse and solve them. After observing the results, they prepare the case studies in 12 step method format or 7 QC step method which reflects that they know all the steps of problem solving very well. This demonstrates that they have acquired adequate knowledge, and are capable of preparing and presenting a case study in a systematic 12 steps way, by using appropriate problem solving tools and techniques. Lean Concept and Quality Circles:

The lean concept makes us to think of such cases where we are not utilizing the potential of the people, who have developed themselves to solve the problems. Ultimately, this is the outcome of the Quality Circle Concept. Hence, we decided to go for the next step, ie. ‘Lean Quality Circles’.

When we conceived Lean QC concept, we have realized and thought as to how to use the mature, highly potential people, who have acquired knowledge and experience by working in Quality Circles or other SGA group. If we have to utilize them for higher purposes, we should give them additional inputs of knowledge through education and training and put them on Lean Manufacturing projects. This brings us to the concept of “Lean Quality Circle”. It is nothing but graduating from basic Quality Circle or SGA to Lean Quality Circle. Lean Quality Circle has the option to co-opt members from other than their own work area, if the project demands, as in the case of management cross functional teams. Hence this is a cross functional team for non executives.

In Quality Circle, people are actively involved in learning the systematic way of solving problem by applying proper problem solving tools and techniques they have learnt, develop themselves as a problem solvers without having to refer to superiors every time.

Over Production
Defects & Rework
Unnecessary Transportation
Unnecessary Motion
Excess inventory
Waiting time
Over processing

Then the most important eighth waste was added to this list which is “underutilized employee’s creativity”. This gave us food for thought about utilizing the creativity of employees who have developed themselves through SGA/QC/TPM Circles etc. This has inspired us to develop a new concept of ‘Meeting the higher requirements by utilizing human beings creativity’.

If Lean Quality Circle is to be defined, it could be done as follows:

Is a small group comprising of Non-Executives
Who come from a problem area
And who have acquired adequate knowledge in problem solving and group synergy
Who can by themselves identify, select critical problems with reference to sectional /departmental / organizational goals
Take the help of their immediate Line Executive, who will be co-project owner and mentor to the group
May co-opt members from other than their own work area, as per the project’s demand
Analyse and solve problems using appropriate tools and techniques

Group Members: Group Members will be those who are related to the project taken. There may be 2 or 3members from the same area and a few additional members added and who are relatedto the project, from other department, may also be co-opted. Hence members will beproject based, guided by one of the executives of that area where problem belongs. It may be a core group of 2 to 3 members with guide / facilitator co-opting other membersbased on project taken and need.

Frequency of Meeting: There will not be any fixed regular formal meetings. Meetings will be informal and at the place / equipment, where the problem exists. Frequency of the meeting will depend upon the decision of the group members and as and when required. Weekly progress reports will be noted by the Leader or Dy. Leader in the meeting register.

Selection of Problem: The problems can be taken up from the already identified problems / problem bank based on management goals / objectives. Problem may also be taken from the current priority problems of their work areas decided by the group member. After selecting the problem, the same has to be registered with the coordinator and registration number obtained.

Problem Solving Steps: Define, measure the magnitude of the problem, analyse the problem, improve and control. This is nothing but DMAIC., yet not to be confused with Six Sigma approach.

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What is a Quality Circle: Benefits and Process
Problem-Solving Tools: Quality Circles use various problem-solving tools and techniques, such as the PDCA (Plan-Do-Check-Act) cycle and fishbone diagrams. Become a . Quality Management Professional10%Growth In Jobs Of Quality Managers Profiles By 2025; 11%Revenue Growth For Organisations Improving Quality;
Quality Circle
Training on problem-solving tools and techniques like 7 QC tools, 8D, 5Whys, and Poka-Yoke, etc. must be given to the workforce for effective implementation of QC Circles projects in an organization. The quality circle steps include:
Quality circle
A quality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number. Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to management; where possible, workers implement the ...
Quality Circle: Meaning, Features, Objectives, Structure, and Techniques
Quality circle is a participant management method in which a team of employees works towards solving and defining a problem that is related to the performance or quality of a product.. It is an integral part of enterprise management where small teams of six to twelve members come forward voluntarily to form a quality control circle.. The group meet regularly and have discussions about quality ...
A Difinitive Guide to Quality Circles (With Example)
Promoting teamwork: An important aspect of quality circles is the promotion of teamwork amongst members. They all work together as a cohesive team to accomplish their goals and make a difference. Developing new skills: Members of a quality circle usually develop new skills through training, such as problem-solving and communication.
Quality Circle (QC) explained
A Quality Circle (QC) is a participation management technique to manage and improve the quality of the entire organisation and to find solutions to management problems. The power of a QC comes from mutual trust between managers and employees, which leads to more mutual understanding. The purpose of a QC is to build towards a good relationship ...
Quality Circle: Meaning, Features, Objectives and Process
5. Works for a Particular Agenda: Each Quality circle team has its specific agenda. It has its problems and provides solutions for the same. 6. Problem-Solving: Problem-Solving technique is adopted to identify and solve the problem related to the quality, defects, or inefficiencies in the process. 7. Improved Employee Engagement: The employees are the assets of the organisation.
Quality Circles
Feb 6, 2020. A quality circle is a participatory management technique that enlists the help of employees in solving problems related to their own jobs. Circles are formed of employees working ...
Quality Circle: Meaning, Features, Objectives, Structure, and Techniques
Quality Circles are based on the principle that the people who perform a job have valuable insights into how to improve the work processes. By involving employees in the problem-solving process, the Quality-Circle helps to create a culture of continuous improvement and empowers employees to take an active role in the success of the organization.
Improving Business Processes: A Comprehensive Guide to Quality Circles
Quality circles are a powerful process improvement technique that focuses on involving employees in problem-solving and decision-making processes within an organization. These circles, also known as quality control circles or Kaizen circles, were first introduced in Japan in the 1960s and have since been adopted by businesses around the world.
What are quality circles? Definition, benefits and tips
Quality circles aim to give individual members the opportunity to contribute to problem-solving and have an emphasis on teamwork and collaboration. Most quality circles meet once a week for about an hour. ... Quality circle techniques Quality circles use specific techniques to maximise improvement and solve problems effectively. They mainly ...
Quality Circle In A Nutshell
A quality circle is a team of employees who come together regularly to identify and solve problems specific to their work area. It may appear that the only objective of a quality circle is to solve workplace problems, but they also serve to increase employee skills, motivation, and productivity. Various stakeholders participate in the quality ...
PDF WHAT IS A QUALITY CIRCLE? What Are Quality Circles?
Building a Continuous Improvement Culture with Quality Circles Quality Circles never stop looking for ways to improve their work. After solving one problem, they identify the next challenge. Quality Circles instill the spirit of continuous improvement in all parts of the organization, driving the never-ending pursuit of delighting the customer.
Quality circles
problem solving, leadership skills, group dynamics and quality circle philo-sophy. The leader will need to meet frequently with the facilitator to plan and review meetings. The tasks of the leader are as follows: • To run an effective problem-solving group that is self-sufficient. • To develop the group's skills of structured problem ...
PDF QUALITY CIRCLES
The History of Quality Circles 2. Western View vs. Japanese View 3. What is a Quality Circle 4. How a Quality Circle Work 6. ... Problems are generally solved by using problem-solving techniques. These are techniques to identify problems, to collect and analyse data, examine causes, suggest solutions, ...
Quality Circle: Meaning, Features, Objectives, Techniques and Benefits
A task force is appointed by the management for problem solving whereas quality circle is a voluntary association of workers of the same workplace. While quality circle is formed to improve quality of products/services, productivity and reduce cost of production, it also satisfies the psychological need for self-esteem and recognition of the ...
7 Basic Quality Tools: Quality Management Tools
Quality Glossary Definition: Seven tools of quality "The Old Seven." "The First Seven." "The Basic Seven." Quality pros have many names for these seven basic tools of quality, first emphasized by Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of "quality circles."Start your quality journey by mastering these tools, and you'll have a name for them too: indispensable.
(PDF) Quality Circles
• Quality Circle is a problem solving technique. CONCEPT. The objectives of Quality Circles are multi-faced. a) Change in Attitude. ... BASIC PROBLEM SOLVING TECHNIQUES
What Are the Fundamentals of Students' Quality Circles?
The members participating in the Circle should possess quality mindset. They should agree on the fundamentals of quality and quality mindset. On the other hand, in the process of collaborating in problem solving exercises in the team by utilizing the tools and techniques of Quality Circle, the students develop quality mindset exponentially.
Quality Circle
Mainly three techniques are used in discussing various problems within the quality circles. 1.Brainstorming. 2.Cause and effect diagrams. 3.Sampling and charting methods. 1.Brainstorming. Brainstorming is a technique to stimulate idea generation for decision making. Under this technique, a free environment is created with a view to stimulate ...
Quality circles in education
The Quality Circle Process. Quality Circles in education are different. from the committees or task forces usually used in eduction <Ball, 1983) in that, circle leaders and. members are carefully trained in techniques and. procedures for communicating and problem-solving. Circle members receive up to fifteen hours of.
What is Problem Solving? Steps, Process & Techniques
Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. Step. Characteristics. 1. Define the problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically.
Lean Quality Circle
Quality Circles are not merely problem solving groups, but a medium for people's development and at the same time for solving problems through the application of their knowledge and experience. The effect of such activity could be seen in many of the Quality Circle case studies. Circle members are able to take the problem, analyse and solve them.

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Quality Circle: Meaning, Features, Objectives, Structure, and Techniques

Meaning of quality circle

7. Features of quality circle

Objectives of quality circle

Structure of quality circle

2. Coordinator

3. Facilitator

4. Circle leaders

Duties of quality circle leader

Advantages of quality circle

Disadvantages of quality circle

Developing a quality circle

2. Constitution of Quality circle

3. Initial problem-solving

4. Presentation and approval

5. Implementation

Techniques used in a quality circle

2. Cause and effect diagrams

3. Sampling and charting method

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