Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related issues. They were first established in Japan in 1962 and aim to improve quality, productivity, and employee participation. A quality circle typically consists of 4-5 employees from the same work area, led by a facilitator. They meet weekly to discuss problems, analyze root causes, develop countermeasures, and see them implemented. The success of quality circles depends on support from top management and participation from employees.
2. QUALITY CIRCLE
DEFINITION
“Quality circle refers to small group of employees, belonging to the same
work area who meet voluntary and regularly to discuss Productivity,
Quality problems, identify, analyze and resolve problems related to their
work area”
Other Names of Quality Circles
Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circles
3. QUALITY CIRCLES
Group of 4-5 employees from same work area
Facilitator trains & helps with meetings
Meet on regular basis
Solve problems related to work
Voluntary group of persons
Work on similar tasks
Share area of responsibility
4. First Quality circles was established in QCC Head Quarters in Japan in
1962, by Japanese Union of Scientists and Engineers (JUSE) and the
man who initiated the idea is Dr. Kaoru Ishikawa.
1962: First annual QC Conference for Foremen was held in Japan.
1970: Registered Quality Circles grew to 30000 in Japan.
1974: Lockheed Company, USA started Quality Circle movement
1977: International Association of Quality Circles (IACC) was formed
in USA
1980: 230 companies in USA had Quality Circles.
HISTORY OF QUALITY CIRCLES
5. Quality Circle is one of the employee participation in decision making and
problem solving that improves the quality of work.
Quality Circle implies the development of skills, capabilities, confidence
and creativity of the people.
It creates conditions and environment of work that stimulates
commitment towards excellence.
Quality Circles utilize the potential of people for improvement in quality.
WHY QUALITY CIRCLES:
7. CHARACTERISTICS Of QUALITY CIRCLE
Small group of employees – optimum of 4-5 members
Members are from same work area or doing similar type of job
Membership is voluntary
Meet regularly for an hour every week
They meet to identify, analyze, and resolve work related problems
Resolve work related problems, leading improvement in their total
performance.
8. THE IMPACT OF QUALITY CIRCLE
Improvement of human relations and workplace morale.
Promotion of work culture.
Enhancement of job interest .
Effective team work .
Reducing defects and improving quality.
Improvement of productivity.
Enhancing problem solving capacity .
Improving communication & interaction.
9. Structure of Quality Circle
Top Management
Steering Committee
Co-ordinator
Facilitator
Leader
Member
Non QC Member
10. Top Management Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
The Success of the quality circle depends solely on the attitude of the top
management and plays an important role to ensure the success of
implementation of quality circles in the organization.
11. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
Steering committee called middle management consists of chief executive
heads of different divisions or a coordinator plays a positive role in quality
circle’s activities for the success of the efforts.
12. Top
Management
Steering
Committee Coordinator Facilitator Leader Members
Non QC
Members
Coordinator, who also acts as a facilitator, is an individual responsible for
coordinating and directing the quality circles activities within an organization and
carries out such functions as would make the operations of quality circles smooth,
effective and self-sustainable.
13. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
Facilitator acts as a catalyst, innovator, promoter and
teacher and is nominated by the management.
Communicating with all levels of management and obtaining
their support.
Facilitating the training of leaders and members.
Ensure objectivity in the activities.
As a mediator in problem solving.
Evaluating the cost and benefits.
14. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members
Non QC
Members
Leader is chosen by the members from amongst them.
He may be foreman / supervisor/ charge man or any other member.
Member can decide on the leader for each project.
Leader is responsible for the effective performance of his circle.
He must be prepared to face challenge to his ideas.
15. Top
Management
Steering
Committee
Coordinator Facilitator Leader Members Non
Members
Members of the quality circles are a small group of people from the
same work area or doing similar type of work whereas non-
members are those who are not the members of the QC but provide
suggestions. Members are expected to;
Attend meetings regularly;
solving work-related problems;
Participating in management presentations
16. HOW CAN THEY BE USED IN AN ORGANIZATION?
Increase Productivity
Improve Quality
Boost Employee Morale
17. HOW DO QUALITY CIRCLES OPERATE?
Appointment of a steering committee, facilitator and QC team leaders.
Formation of QCs by nomination/voluntary enrolment of QC members.
Training of all QC members (by an expert consultant).
Training of non-participating employees (by an expert consultant).
18. CODE OF CONDUCT FOR QC
Attend all meetings and be on time.
Listen to and show respect for the views of other members.
Criticize ideas, not persons.
Help other members to participate more
Encourage the ideas of others.
Every member is responsible for the team’s progress.
Friendly attitude.
Pay attention- avoid disruptive behavior.
Objectives and causes first, solutions next.
19. PROCEDURE FOR QUALITY CIRCLES MEETINGS
The leader explains the problem.
The members pool ideas.
The suggestions are recorded.
The participants in the consultation are free to make amendments and
additions.
The suggestions are evaluated and weighted according to their
feasibility and practicability.
Suggested decisions are formulated and recorded jointly
The managing directors in the enterprise are informed of the results of
the consultation in the quality circle. Different solutions are suggested
and argued.
20. Quality Circle Leader initiates and takes the following actions:
He prepares an agenda and circulates to all members to attend
meetings.
He invites Facilitator for meetings wherever necessary.
He explains the agenda and asks all the members to participate.
He tries to accommodate different view points of members and ensure
that focus is not lost.
The meetings should be conducted as scheduled.
He ensures that the decision on problem solving by way of consensus.
He summarizes discussions at the end of the meeting.
Minutes of the meeting is prepared and submitted to the facilitator
HOW QC MEETINGS ARE CONDUCTED
21. FACTORS FOR THE SUCCESS OF QC
ACTIVITIES
Make a master plan and divide into elements
Study, discuss and solve the problem with the co-operation of all the
members so that their commitment is assured for the implementation
Constantly review the progress and the status of the solution
22. Lack of Management commitment & support
Resistance by middle management
Resistance by Non- participants
Lack of clear objectives
Different activities of members of quality circle
Quality Circles are not really empowered to make decisions
Failure to get solutions implemented.
PROBLEMS OF QUALITY CIRCLES
23. BASIC FLOW OF QCC PPT
Step Name Key Points
1 Introduction • Write The Theme and Name of the Circle.
• Show Photographs or illustration of the company, workplace and products.
2 Circle Overview • Introduction of the Circle Leader and Members.
• Show the History of Circle and Company in a Pictogram.
3 Process Overview • Show Photographs or illustration of the work and Production Process.
4 Reason for Theme Selection • Explain the reason for the Theme Selection in detail.
• Show the background of selection, current situation and future using data.
5 Current Analysis • Express the current situation in Graphs.
• Stratify data in order to express dispersion clearly.
6 Target Setting • Graph Three factor of the Reports of the target.
• Explain the Reason of the target setting.
7 Activity Plan • Make the schedule of each step in the table.
• Put the name of the designated persons responsible for each step.
8 Cause Analysis • Circle the main cause of emphasis
• Express the main cause clearly with information of 5W and 1H
9 Countermeasures
(Planning and Implementation)
• Explain the countermeasure planning process with the QC Tool.
• Explain the collaboration with supervisors and related division.
10 Result Confirmation • Compare the Target with the actual performance.
• Include all effects such as ripple effects.
11 Standardization & Establish control • Express standards with 5W & 1H
• Show transition after standardization.
12 Reflection & Future Plan • Summarize the good and bad Points in a chart.
• Explain how to deal the remaining problems.
