A group of employees who perform similar duties and meet at periodic intervals, often with management, to discuss work-related issues and to offer suggestions and ideas for improvements, as in production methods or quality control.
2) Also Quality Circles can be defined as
• on a certain duration small's group put on
• in the coworkers the same hierarchical level
• with a common experience basis
• in regular intervals (every 2-3 weeks, 1-2 hours) during the work time
• on free will basis meet, over
• To analyze topics of the own work area and
• under guidance of a trained moderator
• with the help of special, learned problem solution and creativity techniques
• To compile and present proposals for solution
• to convert these suggestions independently or in the official channels and
• To make result control.
3) Hutchins defines a Quality Circle as “a small group of between three and twelve people who do the same or similar work, voluntarily meeting together regularly for about one hour per week in paid time, usually under the leadership of their own supervisor and who are trained to identify, analyze and solve some of the problems in their work, presenting solutions to their management and, where possible, implementing solutions themselves.”
Meaning
Quality circle is a voluntary group of employees who work on similar tasks or share an area of responsibility. The group agrees to meet on a regular basis to discuss & solve problems related to work. The team operates on the principle that employee participation in decision-making and problem solving improves the quality of work.
Quality circles are an alternative to the dehumanizing concept of the division of labor, where workers or individuals are treated like robots. They bring back the concept of craftsmanship, which when operated on an individual basis is uneconomic, but when used in group form (as is the case with quality circles), it can be devastatingly powerful and enables the enrichment of the lives of the workers or students and creates harmony and high performance in the workplace. Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
The Quality Circle teams follow a standard process of problem identification, root cause analysis, problem solving and implementation. In Japanese firms there is a greater focus on statistical quality control, employees meet on own time and discuss on their own issues and identify solutions on the issues. In Japan it is also called as Quality Control Circle (QCC)
Quality Circle builds up quality culture in the organization by involving all employees in continual improvement process focuses on small improvements in day to day basis. Management coordinates and facilitates the activities of Quality Circle. To enhance the effectiveness of Quality Circle, one middle management person should act as a facilitator for each Quality Circle. It’s a great tool to motivate and empower employees at shop floor.
2) Also Quality Circles can be defined as
• on a certain duration small's group put on
• in the coworkers the same hierarchical level
• with a common experience basis
• in regular intervals (every 2-3 weeks, 1-2 hours) during the work time
• on free will basis meet, over
• To analyze topics of the own work area and
• under guidance of a trained moderator
• with the help of special, learned problem solution and creativity techniques
• To compile and present proposals for solution
• to convert these suggestions independently or in the official channels and
• To make result control.
3) Hutchins defines a Quality Circle as “a small group of between three and twelve people who do the same or similar work, voluntarily meeting together regularly for about one hour per week in paid time, usually under the leadership of their own supervisor and who are trained to identify, analyze and solve some of the problems in their work, presenting solutions to their management and, where possible, implementing solutions themselves.”
Meaning
Quality circle is a voluntary group of employees who work on similar tasks or share an area of responsibility. The group agrees to meet on a regular basis to discuss & solve problems related to work. The team operates on the principle that employee participation in decision-making and problem solving improves the quality of work.
Quality circles are an alternative to the dehumanizing concept of the division of labor, where workers or individuals are treated like robots. They bring back the concept of craftsmanship, which when operated on an individual basis is uneconomic, but when used in group form (as is the case with quality circles), it can be devastatingly powerful and enables the enrichment of the lives of the workers or students and creates harmony and high performance in the workplace. Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
The Quality Circle teams follow a standard process of problem identification, root cause analysis, problem solving and implementation. In Japanese firms there is a greater focus on statistical quality control, employees meet on own time and discuss on their own issues and identify solutions on the issues. In Japan it is also called as Quality Control Circle (QCC)
Quality Circle builds up quality culture in the organization by involving all employees in continual improvement process focuses on small improvements in day to day basis. Management coordinates and facilitates the activities of Quality Circle. To enhance the effectiveness of Quality Circle, one middle management person should act as a facilitator for each Quality Circle. It’s a great tool to motivate and empower employees at shop floor.