Quality Circle is a small group of employees in the same work-area or doing a similar types of works who voluntarily meet

regularly for about an hour every week to identify, analyze and resolve works related problems, leading to improvement in their total performance and enrichment of their work-life. The above definition reveals, the following features of Quality Circles : 1. Small group of employees : Experience has shown that the optimum number of members in quality circles is about 8 to 10. The philosophy behind small groups is it should allow every member to actively participate and that fairly grade number minimize of employees should be present for the meetings. 2. In the same work-area or doing similar type of works : Quality circle is a homogeneous group and not the inter-departmental group. Designation of members need not necessarily be equal but the work in which they all are engaged should be common. 3. Voluntarily: (Quality circle is not adopted practice but voluntary in nature. Employees join Quality Circles on their own. 4. Meet regularly for about in hour every week : Normally, Quality Circles should meet for about an hour every weeks which would help the members to identify and resolve problems as and when they occur. 5. To identify, analyze and resolve work-related problems : The accepted theory is Unit the worker/employees who do the works day after day better know the problems limiting the excellence. The problems are identified by the members themselves by brainstorming and also on the request from management and other departments. The problems are then arranged priority wise to tackle them in a systematic manner. 6. Leading to improvement in their total performance: As the Quality Circle resolves the problem relating to quality, cost-reduction, safety etc. the total performance of the work-area goes up. 7. Enrichment of their work-life: Quality Circle enriches the quality of work-life. It also helps employees change attitudes and learn team culture. The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who willingly activises on his job, his wisdom, intelligence, experience, attitude and feelings. It is based upon the human resource management considered as one of the key factors in the improvement of product quality & productivity.

Quality Circle concept has three major attributes:

a. Quality Circle is a form of participation management. b. Quality Circle is a human resource development technique. c. Quality Circle is a problem solving technique.

Quality circle.. Its Composition?

- Its a small group comprising of 6 to 12 employees doing similar work - They meet together voluntarily on a regular basis for identifying improvements in their respective work areas. - Their aim to achieve and so also to sustain excellence towards mutual upliftment of employees as well as the organization.

Undercurrent of Quality Circle:The objectives of Quality Circles are multi-faced: a) Change in Attitude. - From I dont care to I do care - Continuous improvement in quality of work life through humanization of work. b) Self Development - Bring out Hidden Potential of people - People get to learn additional skills. c) Development of Team Spirit - Individual Vs Team I could not do but we did it - Eliminate inter departmental conflicts. d) Improved Organizational Culture - Positive working environment. - Total involvement of people at all levels. - Higher motivational level.

History of Quality Circle

Quality circles were originally associated with Japanese management and manufacturing techniques. The introduction of quality circles in Japan in the postwar years was inspired by the lectures of W. Edwards Deming (1900-1993), a statistician for the U.S. government. Deming based his proposals on the experience of U.S. firms operating under wartime industrial standards. Noting that American management had typically given line managers and engineers about 85 percent of the responsibility for quality control and line workers only about 15 percent, Deming argued that these shares should be reversed. He suggested redesigning production processes to more fully account for quality control, and continuously educating all employees in a firmfrom the top downin quality control techniques and statistical control technologies. Quality circles were the means by which this continuous education was to take place for production workers.

Objectives of Quality Circles

Promote job involvement Create problem solving capability Improve communication Promote leadership qualities Promote personal development Develop a greater awareness for cleanliness Develop greater awareness for safety Improve morale through closer identity of employee objectives Reduce errors. Enhance quality Inspire more effective team work Build an attitude of problem prevention Promote cost reduction Develop harmonious manager, supervisor and worker relationship Improve productivity Reduce downtime of machines and equipment Increase employee motivation

Formal and Informal Groups

Formal Groups

Family. Organization. Departments.

Informal Groups Employees meet near water cooler and gossip. Five salesmen from marketing department meet once a month for lunch to discuss mutual concerns and to seek relief from tedious aspects of their job. Four computer programmers form a jogging club that meets three days per week at lunch time to run two miles. All employees of a section meet and discuss how to improve and beautify office layouts.

Seven workers of a production shop floor meet once a week to solve their technical problems. Maintenance department staff meets regularly to maintain machines in a better way.

Other Names of Quality Circles

Small Groups Action Circles Excellence Circles Human Resources Circles Productivity Circles

What Quality Circles are Not? (Misconcepts)

Quality Circles do not tackle just quality problems.

Quality Circle is not a substitute or replacement for task forces, product committees, joint plant councils or works committees, quality assurance department, suggestion schemes. Quality Circles do not change the existing organizational structure or the chain of command. Quality Circles are not a forum for grievances or a spring board for demands. Quality Circles are not a means for the management to unload all their problems. Quality Circles are not just another techniques.

Quality Circles are not a panacea for all ills.

Quality Circle Meetings

Meetings are important part of quality circle's working. Meetings are attended by all the members of the quality circle. In general, meetings take place once a week or once in a fortnight. Each meeting lasts for approximately one hour, though variations are possible. Apart from the frequency of the meetings, what is important is the regularity of the meetings.

What Takes Place During Quality Circle Meetings? Any of the several activities may occur during a meeting such as:

Identifying a theme or a problem to work on. Getting training as required to enable members to analyze problems. Analyzing problem(s). Preparing recommendations for implementing solution(s). Follow up of implementation of suggestions. Prepare for a presentation to the management.

Areas of interest to quality circle

Quality improvement. Efficiency improvement in service organization. Cost reduction. Process control during manufacturing. Safety in materials handling and equipment operations. Equipment and manpower utilization. Reduction in work in progress. Job improvement. Reduction in machine maintenance problems Reduction in human errors.

Why Quality Circle

It is said that 95% of the problems in workshops can be solved through Quality circle control tools. The Japanese have experienced this! The qualitycontrol tools useful for QCCs are Pareto Diagrams, Cause-and-EffectDiagrams, Stratification, Check Sheets, Histograms, Scatter Diagrams, Graphs and Control Charts. Also, logical thinking and experience are amust for solving problems. Therefore the main objectives of QC are: To improve quality and productivity. To reduce the cost of products or services by waste reduction, safety, effective utilization of resources, avoiding unnecessary errors and defects. To identify and solve work-related problems and interfere with production as a team To tap the creative intelligence of people working in the org. and make full use of human resources. To improve communication within the organization. To improve employees loyalty and commitment to the organization and its goals. (Promoting Morale of employees) To build a happy, bright, meaningful work environment. To satisfy the human needs of recognition, achievement and self Development

Structure of Quality Circles Program

Six Basic Elements

1. 2. 3. 4. 5. 6.

Top management. Steering Committee Facilitators Leaders Members. Non members

Roles and Responsibilities of Various Elements

Roles of top management

The success of the quality circles 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.

Roles of Steering Committee (Management)

Formally announce the launching of quality circle initiative in the organization. Provide full support and encouragement to quality circle movement in the organization. Provide leadership and guidance to develop the quality circle models, structure and policies. Design the opportunities for presentations by the quality circles. Facilitate the approval and implementation of the solutions presented by quality circles. Sanction the necessary monetary budgets for smooth working of quality circles. Provide the logistic support as needed (presentation venues, meeting rooms, time, finance, training facilities etc). Plan out and execute various training programs for the existing and prospective quality circle facilitators, leaders and members. Give due recognition to quality circles, their members and their work by way of prizes, felicitations and other means. Develop guidelines for measuring the effectiveness of quality circles and also the quality circle initiative as a whole. Review the performance and progress of quality circles periodically.

Roles of Facilitators

Act as an effective link between the quality circles and the management. Coordinate the work of several quality circles through their respective leaders. Act as a resource person for the quality circles being facilitated. Arrange for obtaining necessary expertise from other agencies and quality circles. Keep the motivation and morale level of all the leaders and members at the highest level. Review the progress of each circle periodically and lead them appropriately. Continually update the knowledge and skills pertaining to the working of quality circles by studying the relevant literature and attending the training programs.

Transfer the knowledge and skills to the leaders and the members. Arrange for additional training to the leaders and members as required. Arrange for necessary monetary budgets and keep the required records. Facilitate and guide the quality circle leaders and members to make the management presentations.

Roles of Leaders

Decide date and time of each quality circle meeting and inform to all the members. Ensure maximum attendance of all the members in the meetings. Conduct the meetings effectively. Motivate the members for their full participation in the proceedings of quality circle meetings and related activities.

Facilitate the members in data collection. Maintain the records of quality circles meetings and other related activities. Interact with other quality circle leaders. Interact with the quality circle facilitator frequently. Make presentations of solutions to the management. Involve the members in making the presentations. Seek management approvals of the solutions. Ensure implementation of the approved solutions with the active involvement of the members. Arrange first time training and later on, the refresher training of the members and self in the quality circles group process, tools and techniques.

Roles of Members

Focus on organizational objectives through the theme(s) selected for one's quality circle Theme/problem should be related to work. Do not bring in the personal issues or problems as the themes of quality circles; Demonstrate mutual respect. Take training in all the aspects of quality circles. Acquire the necessary skills in various quality circle tools and techniques. Participate wholeheartedly in problem-solving process by giving ideas and views voluntarily and suggesting the solutions.

Attend all the meetings of quality circle. When unavoidable to attend the meeting, seek prior permission of the quality circle leader. Participate in implementing the finalized solutions.

How to implement quality circle

Firstly, the management is informed about the quality control circle process that is being planned. A committee is formed, and key persons such as a coordinator in-house coach are selected. The scope is defined, and areas of application identified. First-line supervisors in the identified areas are given QCC presentations. It is important to make these impressive, and valuable tips on the subject are available. This is followed up with extensive training for coordinators and middle management on the process and their roles. Employees are invited to become members of a circle, and trained suitably once they sign up. Thus, a circle is formed and begins work. These may give rise to other circles. Problems are discussed and solved in a systematic manner in the QCCs. It is very important that solutions are implemented as quickly as possible, to maintain the momentum.

Usually QCC programs must operate in all sections of the company i.e., in the offices, service operations and manufacturing. But remember, while the size of the company is not important to a program's success, the following factors certainly are: Voluntary participation. Management support. Employee empowerment. Training programs. Team work. Problem solving skills.

Process of Operation of Quality Circles

PDCA CYCLE

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). Problem data bank and identification of problems for QC work. QC problem resolution by QCs through standardized techniques. Presentation of QC solutions to management. Evaluation of award/recognition.

Stages of Adoption

The quality circles programme has to be introduced very cautiously with care. So, that it can receive the acceptability and appreciation of one and all. This program can be adopted in the following stages :-

1. EVALUATION OF FEASIBILITY. 2. GENERAL AWARENESS PROGRAMMES 3. PLANNING AND ORGANISATION OF CIRCLES. 4. ORIENTATION OF FACILITATORS AND LEADERS. 5. ADOPTATION OF CIRCLES. 6. MONITORING AND REVIEW OF ACTIVITIES

EVALUATION OF FEASIBILITY A study of the organization is first necessary to understand its culture and general health, so as to determine the practical feasibility of introducing circles. It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner.

GENERAL AWARENESS PROGRAMMES Before circles can be started, people in the introducing this idea at all levels have to made aware about it. This awareness exercise may consist of informal discussions in suitable groups, talks to large gatherings, seminars, distribution of brochures and publicity literature on QCs, prepared in the local languages of workers , slide shows , video shows and films.

PLANNING AND ORGANISATION OF CIRCLES

Having created the necessary awareness amongst all personnel, the areas in which circles are to be immediately formed are decided and accordingly, leaders and facilitators are chosen and a steering committee is formed. It should be made explicitly clear that circles are not substitutes for the task, plant council or suggestion scheme. They are voluntary not management inspired or management nominated.

ORIENTATION OF FACILITATORS AND LEADERS It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles. This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant.

ADOPTION OF CIRCLES The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance. Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers. All required help in the form of data, documents, reports, assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements MONITORING AND REVIEW OF ACTIVITIES The suggestions and recommendations given by the QC from time to time, have to be studied and appropriate actions taken for their speedy implementation. It has to be ensured that QC once started, function smoothly and perform well for which cooperation from all concerned must be available.

Problem Solving Tools and Techniques Used by Quality Circles

Given below are the most commonly used tools and techniques. These are called the old QC tools: Brainstorming. Pareto analysis. Cause and effect diagram (or fish bone diagram or Ishikawa diagram). Histogram. Scatter diagram Stratification Check sheet Control charts and graphs

Explaination:
Brainstorming:Brainstorming is a group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members. Brainstorming was developed and coined by Alex Faickney Osborn in 1953 through the book Applied Imagination. In the book, Osborn not only proposed the brainstorming method but also established effective rules for hosting brainstorming sessions. Brainstorming has become a popular group technique and has aroused attention in academia. Multiple studies have been conducted to test Osborns postulation that brainstorming is more effective than individuals working alone in generating ideas. Some researchers have concluded that the statement is false (brainstorming is not effective), while others uncovered flaws in the research and determined that the results are inconclusive. Furthermore, researchers have made modifications or proposed variations of brainstorming in an attempt to improve the productivity of brainstorming. However, there is no empirical evidence to indicate that any variation is more effective than the original technique.

Nonetheless, brainstorming can be of great utility when the group accounts for, and works to minimize, the group processes that decrease its effectiveness. There are four basic rules in brainstorming (Osborn, 1963) intended to reduce social inhibitions among team members, stimulate idea generation, and increase overall creativity:
o

No criticism: Criticism of ideas are withheld during the brainstorming session as the purpose is on generating varied and unusual ideals and extending or adding to these ideas. Criticism is reserved for the evaluation stage of the the process. This allows the members to feel comfortable with the idea of generating unusual ideas.

Welcome unusual ideas: Unusual ideas are welcomed as it is normally easier to "tame down" than to "tame up" as new ways of thinking and looking at the world may provide better solutions.

Quantity Wanted: The greater the number of ideas generated, the greater the chance of producing a radical and effective solution.

Combine and improve ideas: Not only are a variety of ideals wanted, but also ways to combine ideas in order to make them better.