Description
Quality control circle is not just a little room adjacent to the factory floor, whose occupants make a nuisance of themselves to everyone else. It is a state of mind and a matter of leadership with everyone from the president to production trainee involved.
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CHAPTER 3
THE CONCEPT OF QUALITY CIRCLE
Introduction
The pr evi ous chapt er pr esent ed t he over vi ew of
l i t er at ur e on t he r esear ch st udy. The ai m of t hi s chapt er
i s t o under st and t he concept of qual i t y ci r cl es. I t
cover s t he meani ng of qual i t y ci r cl e, def i ni t i on of
qual i t y ci r cl e, t he essent i al el ement s and st r uct ur e of
qual i t y ci r cl es.
3.1 Definition
Ther e have been di f f er ent i nt er pr et at i ons of t he
concept of qual i t y ci r cl es i n var i ous or gani zat i ons i n
I ndi a and abr oad. However , t he most commonl y accept ed
def i ni t i ons i n keepi ng wi t h t he essence of t he phi l osophy
as i t or i gi nat ed i n J apan ar e:
“Qual i t y Ci r cl e i s a smal l gr oup of empl oyees i n t he
same wor k- ar ea or doi ng a si mi l ar t ype of wor k who
vol unt ar i l y meet r egul ar l y f or about an hour ever y week t o
i dent i f y, anal yse and r esol ve wor k- r el at ed pr obl ems,
l eadi ng t o i mpr ovement i n t hei r t ot al per f or mance, and
enr i chment of t hei r wor k l i f e” ( Udupa 1986) .
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“Qual i t y ci r cl es ar e a f or mal , i nst i t ut i onal i zed
mechani sm f or pr oduct i ve and par t i ci pat i ve pr obl em- sol vi ng
i nt er act i on among empl oyees”( Lozano & Thompson 1980) .
“Qual i t y cont r ol ci r cl e i s not j ust a l i t t l e r oom
adj acent t o t he f act or y f l oor , whose occupant s make a
nui sance of t hemsel ves t o ever yone el se. I t i s a st at e of
mi nd and a mat t er of l eader shi p wi t h ever yone f r om t he
pr esi dent t o pr oduct i on t r ai nee i nvol ved”( Rehder 1981) .
“Qual i t y ci r cl e i s a smal l gr oup t o per f or m capi t al
qual i t y cont r ol act i vi t i es wi t hi n t he same wor kshop. Thi s
smal l gr oup car r i es on cont i nuousl y as a par t of company
wi de qual i t y cont r ol act i vi t i es sel f devel opment and
mut ual devel opment and i mpr ovement wi t hi n t he wor kshop,
ut i l i zi ng qual i t y cont r ol t echni ques wi t h al l member
par t i ci pat i ng”( Dr . I shi kawa) .
3.2 Meaning of Quality Circle
I n J apan, qual i t y ci r cl es ar e or gani zed wi t hi n a
depar t ment or wor k ar ea f or t he pur pose of st udyi ng and
el i mi nat i ng pr oduct i on r el at ed pr obl ems. They ar e pr obl em
sol vi ng t eams whi ch use si mpl e st at i st i cal met hods t o
r esear ch and deci de on sol ut i ons t o wor kshop pr obl ems.
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Qual i t y ci r cl es i n Nor t h Amer i ca ar e si mi l ar t o
J apanese ci r cl es i n spi t e i n spi t e of t he f act t hat each
may emphasi ze a par t i cul ar f unct i on such as pr obl em
sol vi ng, t eambui l di ng or qual i t y cont r ol .
Under l yi ng t he qual i t y ci r cl e concept i s t he
assumpt i on t hat t he causes of qual i t y or pr oduct i vi t y
pr obl ems ar e unknown t o wor ker s and t o management . I t i s
al so assumed t hat shop f l oor wor ker s have hands on
knowl edge, ar e cr eat i ve and can be t r ai ned t o use t hi s
nat ur al cr eat i vi t y i n j ob pr obl em sol vi ng. Qual i t y
ci r cl es, however , ar e a peopl e bui l di ng, r at her t han a
peopl e usi ng, appr oach.
3.3 Features of Quality Circles
The mai n f eat ur es of qual i t y ci r cl e ar e:
(a) Quality circle is a small group of employees
Qual i t y ci r cl e i s a smal l gr oup of empl oyee of 8
t o 10. A ci r cl e wi t h l ess t han 5 member s woul d l ose i t s
vi t al i t y due t o hi gh r at e of absent eei sm. Thi s may cause
a ci r cl e t o become i nact i ve. On t he ot her hand, mor e
t han 15 member s i n a ci r cl e coul d r esul t i n deni al of
oppor t uni t y f or act i ve par t i ci pat i on by ever y one. As
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such, 8 t o 10 ar e r ecommended as t he mi ni mumand maxi mum
st r engt h of qual i t y ci r cl es r espect i vel y. The r eason f or
such number s i s t hat number of i nt er act i on among member s
woul d be manageabl e.
(b) Quality circle is organized in the same work area
or doing similar type of work
A qual i t y ci r cl e i s a homogeneous gr oup and
not an i nt er - depar t ment al or i nt er - di sci pl i nar y one.
Member s par t i ci pat i ng i n ci r cl e act i vi t i es must be on
t he same wave- l engt h. Di scussi ons t aki ng pl ace at t he
meet i ngs shoul d be i nt el l i gi bl e t o each one of t he
member s. Thi s i s possi bl e onl y i f t he composi t i on of t he
ci r cl e i ncl udes empl oyees wor ki ng i n t he same wor k ar ea
or engaged i n a si mi l ar t ype of wor k. Desi gnat i ons of
member s need not necessar i l y be equal but t he wor k i n
whi ch t hey al l ar e engaged shoul d be common. For
exampl e, i n any assembl y ar ea, t ur ner , dr i l l er s,
el ect r i ci ans, and unski l l ed wor ker s, et c. , coul d deci de
t o f or m a ci r cl e. Si mi l ar l y, ci r cl es coul d be composed
of st enogr apher s i n an of f i ce, oper at or s on a gr oup of
mi l l i ng machi nes, nur ses i n hospi t al s, dr aught s men i n
an engi neer i ng sect i on, cl er ks i n a bank’ s. et c.
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(c) Quality circles are voluntary
Empl oyees deci de t o j oi n qual i t y ci r cl es on
t hei r own wi l l i ngness. No compul si on, coer ci on or
pr essur e can be br ought on any empl oyee t o j oi n or not
t o j oi n qual i t y ci r cl es. Thi s i s based on vol unt ar i sm
pr i nci pl e.
(d) Quality circles meet regularly for about an hour
every week
Nor mal l y, a qual i t y ci r cl e meet s f or about an
hour ever y week. I t i s t her ef or e possi bl e f or t he ci r cl e
t o meet at l east t hr ee or f our t i mes a mont h. The
r egul ar i t y of such meet i ngs i s ver y si gni f i cant and i t
must be adher ed t o. These meet i ngs coul d be conduct ed
dur i ng or af t er wor ki ng hour s. Thi s deci si on i s l ef t t o
qual i t y ci r cl e member s t hemsel ves. For exampl e t he
Bhar at h Heavy El ect r i c Lt d. , Bangal or e, have been
conduct i ng t he meet i ngs f or an hour af t er t he shi f t
hour s on ever y Sat ur days ( QCFI Convent i on Repor t 2008) .
(e) Quality circles identifies, analyses and resolves
work-related problems
The empl oyees who wor k cont i nuousl y i n a wor k
ar ea knows best what pr obl ems ar e hi nder i ng achi evement
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of hi gh qual i t y, pr oduct i vi t y and opt i mumper f or mance as
al so how t hey can be r emedi ed. The member s of qual i t y
ci r cl es t hemsel ves can, t her ef or e, i dent i f y pr obl ems and
ent er t ai n r equest s f r om t he management and ot her
depar t ment s t o l ook i nt o cer t ai n pr obl ems t hat may be
wor r yi ng t hem. The f ocus of qual i t y ci r cl es i s “wor k
r el at ed pr obl ems” and not ot her ext r aneous i ssues such
as gr i evances or demands.
For Exampl e i n a non f er r ous f oundr y i n BHEL,
Hyder abad, one of t he pr obl ems i dent i f i ed by a qual i t y
ci r cl e was on an unheal t hy, smoke pol l ut ed envi r onment
( QCFI Convent i on Repor t 2008) . Any unenl i ght ened
management mi ght const r ue t hi s pr obl em as a gr i evance.
But manager i al mat ur i t y woul d al so r ecogni ze t hat
pr oduct i vi t y and qual i t y of wor k woul d be af f ect ed by
such uncl ean envi r onment al condi t i ons. I n t hi s i nst ance,
t he pr obl em whi ch had been r epeat edl y hi ghl i ght ed but
had def i ed a sol ut i on f or many year s i n t he past was
r esol ved by t he qual i t y ci r cl e member s who anal ysed t he
pr obl em syst emat i cal l y, f ound a sol ut i on and got i t
i mpl ement ed wi t h t he cooper at i on of ever yone i n j ust si x
mont hs.
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(f) Quality circle leads to total performance
As qual i t y ci r cl es r esol ve wor k r el at ed pr obl ems
r el at i ng t o qual i t y, pr oduct i vi t y, cost r educt i on,
saf et y et c. t he t ot al per f or mance of t he wor k ar ea
nat ur al l y i mpr oves. Thi s r esul t s i n bot h t angi bl e and
i nt angi bl e gai ns t o t he whol e or gani zat i on. Empi r i cal
dat a pr ovi ded i n chapt er 5 woul d subst ant i at e t hi s
f eat ur e of qual i t y ci r cl e.
(g) Quality circle enrich work life
The spi n of f benef i t s of qual i t y ci r cl es of
t he or gani zat i on i ncl udes enr i chment of t he wor k l i f e of
t hei r empl oyees apar t f r omat t i t udi nal changes, cohesi ve
t eamcul t ur e, et c. I mpr oved wor ki ng envi r onment , happi er
r el at i ons wi t h co- empl oyees, gr eat er j ob sat i sf act i on
et c. ar e r esponsi bl e f or t hi s enr i chment of t hei r wor k
l i f e.
3.4 Assumptions of Quality Circles
The concept and phi l osophy of qual i t y ci r cl es ar e
der i ved f r om t he f ol l owi ng basi c assumpt i ons ( Mat hew
Geor ge 1991) :
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1. I t i s pr i mar i l y based on r ecogni t i on of t he val ue of
a wor kman as a human bei ng as someone who wi l l i ngl y
act i vi ses on hi s j ob, hi s wi sdom, i nt el l i gence,
exper i ence, at t i t udes and f eel i ngs.
2. Empl oyees have t he abi l i t y t o cont r i but e cr eat i ve
i deas t o or gani zat i onal pr ocesses. They ar e endowed
wi t h i nt el l i gence and i magi nat i on. I f t r eat ed as
human bei ngs, and convi nced t hat t he management
t r ust s t hem t o be capabl e of r esponsi bi l i t y and
cont r i but i on, an expl osi on of cr eat i vi t y can be
spont aneousl y per meat ed t o t he ent i r e or gani zat i on.
3. The empl oyees ar e t he r eal exper t s on t he i nt r i caci es
and hi dden pot ent i al s of t hei r j obs. They can make
val uabl e suggest i ons on many smal l t hi ngs t hat go
wr ong, or ar e not f ul l y ut i l i zed pr ovi ded t hey f eel
mot i vat ed t o do so. They have a desi r e t o par t i ci pat e
i n t he pr obl em sol vi ng pr ocess. I f t he nat ur al ur ge
t o achi eve excel l ence i n wor k i s pr oper l y gui ded and
encour aged, ever y per son can i mpr ove hi s per f or mance
endl essl y.
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Fi gur e. 3. 1 Qual i t y Ci r cl e i n a Nut shel l
( Sour ce: Mat hew Geor ge 1991)
3.5 Structure of Quality Circles:
The st r uct ur e of qual i t y ci r cl es i s gover ned by t he
uni que condi t i ons i n di f f er ent count r i es and
or gani zat i ons. Event ual l y, qual i t y ci r cl es get i nt egr at ed
i nt o t he company’ s t ot al oper at i ons and t her ef or e, i t i s
advi sabl e not t o gi ve a separ at e ent i t y t o t he st r uct ur e
of qual i t y ci r cl es i n any or gani zat i on. Ever y depar t ment
and ever y wor k ar ea shoul d f eel per sonal l y r esponsi bl e t o
WHAT’S IN IT FOR
ME?
? LEARN
SOMETHING NEW
JOB SATISFACTION
?FUN
?RECOGNITION
QUALITY
CIRCLES
WHO CAN USE IT?
Every one
interested in better
quality of work
life
HOW DOES A
QUALITY CIRCLE
WORK?
?WEEKLY MEETINGS
?USE OF PROBLEM
SOLVING METHOD
WHAT IS A
QUALITY CIRCLE?
A group of 8-10
people who work on
problems of their
own choosing
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make t he oper at i on of qual i t y ci r cl es a success. The ai m
i s t o see t hat t he concept get s woven i nt o t he ver y f abr i c
of t he or gani zat i on and becomes way of l i f e wi t h ever y one
i n ever y spher e of wor k ( Ol ga L. Cr ocker , 1986) .
The f ol l owi ng f i gur e depi ct s or gani zat i on of qual i t y
ci r cl es.
Fi gur e 3. 2 Or gani zat i on of Qual i t y Ci r cl es
CO – Coor di nat i ng agency
SC – St eer i ng Commi t t ee
DC- Depar t ment Commi t t ee
F – Faci l i t at or
L –Leader
DL – Deput y Leader
M – Member
NM – Non - Member
( Sour ce: Udpa 1986)
Thi s or gani st i onal st r uct ur e i s appl i cabl e t o medi um
and l ar ge si ze or gani zat i ons, havi ng a number of
depar t ment s wi t h a l ar ge wor k f or ce. I n smal l
or gani zat i ons t he st r uct ur e can be si mpl i f i ed t o sui t t he
r equi r ement s. Somet i me i ndi vi dual uni ons have t o make
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cer t ai n changes i n t he suggest ed st r uct ur e dependi ng upon
t hei r uni que needs.
3.5-1 Members
Member shi p i s st r i ct l y vol unt ar y and anyone who
wi shes t o j oi n i s encour aged t o j oi n. Hence t he member s
ar e hear t of t he ci r cl e pr ogr amme and pr oper ut i l i zat i on
of t hei r unt apped br ai n power i s key t op i t s success.
Functions of Members
An ef f ect i ve member shoul d:
• At t end al l meet i ngs on t i me
• Lear n pr obl emsol vi ng t echni ques
• Fol l ow t he code of conduct
• St ay wi t hi n al l qual i t y ci r cl e pol i cy/ r ul es
• Pr omot e t he qual i t y ci r cl e pr ogr amme
• Hel p ot her member s i n t he wor k of t he ci r cl e
• Par t i ci pat e i n sol vi ng pr obl ems
3.5-2 Leader
The qual i t y ci r cl e l eader i s el ect ed by t he ci r cl e
member s. Exper i ence pr oves t hat ci r cl e act i vi t i es wi l l
have a bet t er chance of success when t he super vi sor or
f or eman i s t he l eader . Leader i s l i ke t he t hr ead i n a
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gar l and of f l ower s. I t i s t he t hr ead whi ch bi nds t he
i ndi vi dual f l ower i nt o a gar l and. I n a good gar l and, t he
t hr ead i s unseen. Fl ower s ar e pr omi nent . Si mi l ar l y, i n an
ef f ect i ve ci r cl e t he l eader wi l l not be pr omi nent but t he
member s wi l l be pr omi nent . I n ot her wor ds, t he l eader i s
t he bi ndi ng f or t he ef f ect i veness of t he ci r cl e.
The l eader –
• acqui r e ski l l s i n qual i t y ci r cl e t echni ques
• mot i vat e pot ent i al member s t o j oi n ci r cl e
act i vi t i es
• schedul e ci r cl e meet i ngs
• deci de t he t i me f r equency and dur at i on of t he
meet i ng
• ensur e ef f ect i ve par t i ci pat i on of al l member s
• pr epar e agenda f or ef f ect i ve ut i l i zat i on of
meet i ng
• ensur e t hat t he pr obl ems di scussed ar e wor k
r el at ed pr obl ems
• st i mul at e gr oup di scussi on, by gi vi ng necessar y
i nput s and i nput s and encour agement
• concl ude each meet i ng wi t h t he r esponsi bi l i t i es
and assi gnment s cl ear l y def i ned
• ensur e t he mi nut es of t he meet i ng ar e pr oper l y
r ecor ded and di st r i but ed
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• ar r ange f or management pr esent at i on
• mai nt ai n r epor t wi t h t he f aci l i t at or
• pl an t he agenda t o be meani ngf ul and ef f ect i ve
• hol d di scussi on wi t h t he f aci l i t at or bef or e and
af t er t he meet i ng
• be r esponsi bl e f or peopl e bui l di ng
• encour age non member s t o become member s
• r ecor ds t he mi nut es of each meet i ng
• mai nt ai n t he member s, at t endance l ong mai nt ai n a
member t r ai ni ng st at us r ecor d
3.5-3 Deputy Leader
Li ke l eader deput y l eader i s al so el ect ed by t he
ci r cl e member s.
The deput y l eader –
• gener at es ent husi asmf or ci r cl e act i vi t i es
• t akes car e f or t he oper at i on of t he ci r cl e
• meet s wi t h t he ci r cl e once i n a week
• cal l s upon t he f aci l i t at or f or assi st ance
• r esponsi bl e f or ci r cl e r ecor ds
• cr eat es co- or di nat i on and har mony i n t he ci r cl e
• ser ves as a key l i nk bet ween member s and
management
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• at t ends l eader shi p t r ai ni ng
• wor ks cl osel y wi t h t he f or eman
• seeks advi ce and asks f or hel p i f r equi r ed
• keeps t he meet i ngs on t r ack
• enf or ces a code of conduct
• mai nt ai ns a good at t i t ude about ci r cl es
• gi ves assi gnment s
• st ar t s and ends meet i ngs on t i me
• hel ps t o get new member s f or t he ci r cl e
• pr omot es t he qual i t y ci r cl e pr ogr amme
3.5-4 Facilitator
The f aci l i t at or i s an i mpor t ant l i nk i n t he st r uct ur e
t hat i s r esponsi bl e f or coor di nat i ng and conduct i ng
qual i t y ci r cl e act i vi t i es. He i s a per son who shoul d make
t hi ngs happen t hr ough peopl e. He i s a combi nat i on of a
coach, coor di nat or , communi cat or , i nnovat or , pr omot er ,
t eacher , st at i st i ci an and cat al yst - al l i n one.
The f aci l i t at or shoul d be sel ect ed by t he st eer i ng
commi t t ee i mmedi at el y af t er t aki ng a def i ni t e deci si on t o
i mpl ement qual i t y ci r cl e. I n f act , t he f i r st t ask of t he
st eer i ng commi t t ee i s t o sel ect t he f aci l i t at or .
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The f aci l i t at or i s a seni or of f i cer of t he
depar t ment , wher e qual i t y ci r cl es ar e wor ki ng and i s
nomi nat ed by t he management . Because of t he cr uci al r ol e
t hat t he f aci l i t at or pl ays i n maki ng qual i t y ci r cl es
oper at i on a success t hi s sel ect i on has t o be done
car ef ul l y.
The Faci l i t at or –
• f or ms t he l i nk bet ween t he ci r cl es and t he r est
of t he or gani zat i on
• wor ks cl osel y wi t h t he st eer i ng commi t t ee
• cont i nuousl y coach t he ci r cl e l eader
• t r ai ns t he ci r cl e l eader
• hel ps t he l eader dur i ng t r ai ni ng of t he member s
• mai nt ai ns ci r cl e r ecor ds
• ar r anges meet i ng wi t h out si der s i f necessar y
• publ i ci zes t he pr ogr amme
• pr epar at i on f or pr esent at i on – i nvi t at i ons,
paper s, vi sual s
• pr epar es t r ai ni ng mat er i al
• or gani zes meet i ngs
Thus t he f aci l i t at or f or ms t he l i nk bet ween t he t eams
and r est of t he or gani zat i on and wor ks cl osel y wi t h
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st eer i ng commi t t ee. The f aci l i t at or may be assi st ed by a
number of depar t ment coor di nat or .
3.5-5 Steering Committee
Thi s commi t t ee compr i ses heads of maj or f unct i ons as
member s and t he chi ef execut i ve of t he or gani zat i on as t he
chai r man. For t he successf ul i mpl ement at i on of qual i t y
ci r cl es, t he t op management ’ s suppor t must not onl y be
avai l abl e but al so vi si bl e t o al l .
St eer i ng commi t t ee set s goal s and obj ect i ves f or
qual i t y ci r cl e act i vi t i es. I t al so f or mul at es and
est abl i shes oper at i onal gui del i nes and cont r ol s t he r at e
of expansi on. The st eer i ng commi t t ee shoul d be f or med
i mmedi at el y af t er t aki ng a deci si on t o i mpl ement qual i t y
ci r cl e act i vi t i es.
The st eer i ng commi t t ee i s pol i cy maki ng gr oup. The
success of qual i t y ci r cl es i n any or gani sat i on depends
upon how t he st eer i ng commi t t ee can use i t s exper t i se f or
achi evi ng t he pr i mar y obj ect i ves of t he or gani zat i on. The
r esponsi bi l i t y of st eer i ng commi t t ee i s t o cr eat e
successf ul and har moni ous qual i t y ci r cl e act i vi t i es. Te
success of qual i t y ci r cl e depends on t he ef f ect i veness of
t he f r ame wor k of t he f i ve most i mpor t ant pr i nci pl es of
management vi z. ( 1) Set t i ng obj ect i ves ( 2) Pl anni ng ( 3)
47
St af f i ng and schedul i ng ( 4) Di r ect i ng and ( 5) Cont r ol . I n
ot her wor ds, t he st eer i ng commi t t ee i s t he Boar d of
Di r ect or of t he qual i t y ci r cl e act i vi t i es.
The St eer i ng Commi t t ee –
• t akes an over vi ew of t he oper at i on of qual i t y
ci r cl es i n t he or gani zat i on as a whol e. On t he
basi s of r epor t s f r om t he coor di nat or and t he
f aci l i t at or s, pr obl em ar eas ar e i dent i f i ed and
r emedi al act i on suggest ed.
• t akes deci si ons on i mpor t ant r ecommendat i ons of
qual i t y ci r cl es f al l i ng out si de t he compet ence
of ot her l evel s of management whi ch ar e r epor t ed
t o t he st eer i ng commi t t ee.
• gi ves maj or pol i cy gui del i nes and di r ect i ons f or
t he heal t hy pr opagat i on of t he concept .
• sanct i ons maj or pr ogr ammes and f i nanci al suppor t
t o gi ve t hr ust t o t he pr omot i on of t he qual i t y
ci r cl es
• at t ends management pr esent at i ons and get
t oget her
• meet s r egul ar l y once i n t wo t o t hr ee mont hs ar e
convened by t he coor di nat or .
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3.5-6 Coordinating Agency
Whi l e t he f aci l i t at or nur t ur es t he qual i t y ci r cl es i n
hi s sect i on/ depar t ment t he coor di nat i ng agency coor di nat es
t he act i vi t i es of ci r cl es t hr oughout t he or gai sat i on. I n
t he coor di nat i ng agency dependi ng upon t he number of
ci r cl es i n oper at i on, f ul l t i me coor di nat or s have t o be
nomi nat ed. The depar t ment t o be nomi nat ed f or coor di nat i on
depends on t he conveni ence of t he or gani zat i on. The f or mal
nami ng of t he depar t ment f or t he wor k of coor di nat i on i s
i mpor t ant f or i nst i t ut i onal i zi ng t he movement as,
i ndi vi dual s may get shi f t ed, depar t ment s nor mal l y ar e
per manent i n any or gani zat i on and t her ef or e cont i nui t y of
t he qual i t y ci r cl e’ s pr opagat i on i s assur ed by ear mar ki ng
a par t i cul ar depar t ment f or t hi s t ask.
The Coor di nat i ng Agency –
• or gani ses t r ai ni ng pr ogr ammes f or member s as and
when new ci r cl e ar e f or med
• convenes t he st eer i ng commi t t ee meet i ng
r egul ar l y once i n t wo t o t hr ee mont hs and
mai nt ai ns t he mi nut es t her eof
• or gani zes t op management pr esent at i ons r egul ar l y
once i n t wo t o t hr ee mont hs
49
• cent r al l y r egi st er s ci r cl es as and when f or med
and al so mai nt ai ns r ecor ds of number of member s,
f r equency of management r epr esent at i ons, et c.
• coor di nat es and evol ves a consensus f or nor ms t o
assess t he per f or mance of di f f er ent qual i t y
ci r cl es and of di f f er ent di vi si ons
• coor di nat es and ensur es avai l abi l i t y of common
f aci l i t i es t o al l qual i t y ci r cl es
• pr epar es a budget f or t he f unct i oni ng of qual i t y
ci r cl es and submi t s t he same t o t he st eer i ng
commi t t ee f or adopt i on
• or gani zes soci al get t oget her , convent i ons and
conf er ences, et c. , f r om t i me t o t i me as deci ded
by t he st eer i ng commi t t ee
• coor di nat es t he deput i ng of qual i t y ci r cl e
l eader s and member s t o ot her or gni sat i on and
pr ogr ammes
• hel ps i n r esol vi ng pr obl ems t hat may be
encount er ed i n t he i mpl ement at i on of qual i t y
ci r cl es wi t h t he hel p of t he st eer i ng commi t t ee,
i f necessar y
• ar r anges f or publ i cat i on of t he act i vi t i es of
t he qual i t y ci r cl es i n newsl et t er s and j our nal s
• ar r anges f or guest speaker s t o t al k on subj ect s
of i nt er est t o qual i t y ci r cl es
50
• mai nt ai ns a l i br ar y of publ i cat i ons on qual i t y
ci r cl es f or t he benef i t of t hose i nt er est ed
• assi st s t he st eer i ng commi t t ee i n af f or di ng
adequat e l evel of mot i vat i on and r ecogni t i on t o
qual i t y ci r cl es i n oper at i on so as make t he
movement a sel f sust ai ned one and hel p i t t o
gr ow f r omst r engt h t o st r engt h.
3.5-7 Top Management
The t op management has an i mpor t ant r ol e t o ensur e
t he successf ul i mpl ement at i on of qual i t y ci r cl es i n t he
or gani zat i on.
The t op management –
• must demonst r at e unequi vocal l y i t s under st andi ng
and f ai t h i n t he concept of qual i t y ci r cl e.
• must make pr ovi si on i n t he annual budget f or
meet i ng t he expendi t ur e of oper at i on of qual i t y
ci r cl es
• encour ages heal t hy gr owt h t hr ough compet i t i on
bet ween qual i t y ci r cl es by i nst i t ut i ng an awar d
t o t he di vi si on/ depar t ment whi ch per f or ms best
i n pr opagat i on on qual i t y ci r cl es as wel l as t o
t he qual i t y ci r cl es whi ch makes t he best
51
pr esent at i ons at any cent r al l y or gani saed
convent i on or conf er ence.
• gi ves necessar y gui dance t o empl oyees at
di f f er ent l evel s f or maki ng t he qual i t y ci r cl e
movement a sel f sust ai ned success.
• i ncl udes pr opagat i on of qual i t y ci r cl es as one
of cor por at e obj ect i ves.
3.5-8 Non-Members
I t woul d be di f f i cul t f or t he member s of t he qual i t y
ci r cl es t o i mpl ement t hei r own suggest i ons wi t hout t he
cooper at i on of non- member s. I n f act non- member s woul d be
ent hused t o par t i ci pat e i n qual i t y ci r cl e act i vi t i es and
al so t o wi t ness t he pr esent at i ons bei ng gi ven by qual i t y
ci r cl es f r om t i me t o t i me. I f t hi s wer e t o be done, non
member s’ woul d gr adual l y change t hei r at t i t udes,
appr eci at e what t hey, as i ndi vi dual s woul d get out of
par t i ci pat i on i n ci r cl e act i vi t i es and may t hen deci de t o
j oi n t he exi st i ng ci r cl es or f or m new ones. Under no
ci r cumst ances shoul d a cl i mat e of conf l i ct be cr eat ed i n
any wor k ar ea bet ween member s and non- member s. The l i nes
of communi cat i on shoul d be kept open t o t he non- member s.
Non- member s shoul d encour age t o pr esent i deas t o t he
ci r cl e.
52
The st r uct ur e of qual i t y ci r cl es as descr i bed above
i s r el evant t o l ar ge or gani zat i ons wi t h a l ar ge wor k
f or ce. I t i s not necessar y f or smal l or gani zat i ons t o
adopt such an el abor at e st r uct ur e. The suggest ed set up
may be sui t abl y si mpl i f i ed t o meet t hei r r equi r ement s. A
cent r al l y or gani zed t op management pr esent at i on woul d be
adequat e f or gi vi ng ever yone of t he smal l number of
ci r cl es a chance t o pr esent t hei r case st udi es and
achi evement s.
3.6 Operation of Quality Circle
The oper at i on of qual i t y ci r cl e t akes pl ace f ol l owi ng
way.
a) The i ni t i al meet i ng i s hel d ( week 1) : Qual i t y ci r cl e
member s meet at t he appoi nt ed pl ace and t i me and
choose t hei r l eader and deput y l eader by consensus.
The f aci l i t at or or t he coor di nat or pr ovi des t he
member s wi t h t he necessar y st at i oner y such as pens,
paper , not ebooks, bl ack boar d and any ot her i t ems
usef ul and necessar y f or t hei r act i vi t i es. Then t he
gr oup, i f i t so chooses, gi ves i t sel f a name f or
i ndi vi dual i dent i t y. The f aci l i t at or makes
i nt r oduct or y r emar ks by way of r eaf f i r mi ng t he
management ’ s suppor t and i t s best wi shes f or t he
53
success of t he ci r cl e act i vi t i es. Ther eaf t er he
wi t hdr aws and l eaves t he f l oor t o t he l eader f or
conduct i ng f ur t her pr oceedi ngs. The l eader and t he
member s t ake t he oppor t uni t y t o get t o know each
ot her bet t er i n t he new cont ext of t he ci r cl e
act i vi t i es. The l eader concl udes t he hour l ong
meet i ng i nf or mi ng t he member s t hat t hey woul d be
conduct i ng br ai nst or mi ng at t he second meet i ng t o
i dent i f y al l t he pr obl ems comi ng i n t he way of bet t er
qual i t y, pr oduct i vi t y and opt i mum per f or mance of t he
wor k ar ea.
b) The second / t hi r d meet i ng: When t he qual i t y ci r cl es
st ar t f unct i oni ng, t hey ar e abl e t o i dent i f y a l ar ge
number of i ssues af f ect i ng t hei r wor k adver sel y
dur i ng t hei r f i r st f ew br ai nst or mi ng sessi ons. The
management , per haps, may not even be awar e of such
pr obl ems. Thr ough t hei r own br ai nst or mi ng ef f or t s and
suggest i ons f r om ot her r el at ed agenci es, qual i t y
ci r cl e member s compi l e a l i st of al l t he pr obl ems
t hat r equi r e t o be t ackl ed by t hem one af t er t he
ot her . I t may be so t hat ci r cl e member s ar e
exer ci si ng t hei r cr eat i vi t y f or t he f i r st t i me and
t her ef or e, pr obl ems may not st r i ke t hei r mi nd easi l y.
They coul d t hen be gui ded t o ask t hemsel ves t he
54
f ol l owi ng quest i ons whi ch woul d t r i gger t hei r
t hi nki ng.
• What speci f i c j obs gi ve you t he most pr obl ems?
• What j obs ar e hel d up because of del ays or
bot t l enecks?
• What j obs ar e causi ng a l ot of r ewor k?
• What r epor t s, f or m or r ecor ds r equi r e
unnecessar y i nf or mat i on?
• Wher e can an oper at i on be combi ned wi t h anot her
t o save t i me?
• Can any pr ocess be made mor e ef f i ci ent by new or
modi f i cat i on of f i xt ur es / j i gs?
• What j obs or pr ocedur es t ake t oo l ong?
• Wher e can bet t er use of space be made?
• On what j obs ar e t oo many mi st akes bei ng made or
qual i t y and wor k i s unsat i sf act or y?
• Wher e can wear and t ear or equi pment be r educed?
• Wher e can mat er i al s, par t s or suppl i es be
r educed?
• What j obs r equi r e a l ot of checki ng?
• Can any mat er i al be subst i t ut ed f or cost
ef f ect i veness?
55
The pr obl ems t hat may be t ackl ed by qual i t y ci r cl es can be
cl assi f i ed as:
( a) Those whi ch af f ect t hei r wor k- ar ea and
i mpl ement at i on of t hei r sol ut i ons i s under t he
pur vi ew of t he qual i t y ci r cl es.
( b) Those whi ch af f ect t hei r wor k ar ea but have i n
i nt er f ace wi t h ot her depar t ment s and i mpl ement at i on
of r ecommendat i ons can onl y be done wi t h t he
cooper at i on of ot her s.
( c) Those whi ch ar e t ot al l y out si de t he pur vi ew of
t he qual i t y ci r cl e
I ni t i al l y some gui dance f r om f aci l i t at or s may be
necessar y so t hat qual i t y ci r cl es do not t ake up pr obl ems
under cat egor y © but gi ve pr i or i t y t o pr obl ems under
cat egor y ( a) and t her eaf t er t o t hose under ( b) .
C) The f our t h meet i ng: The ci r cl e member s now t ake up t he
t ask of assi gni ng pr i or i t i es t o t he pr obl ems t hat t hey
have i dent i f i ed. The pr i or i t i zi ng of pr obl ems coul d on t he
basi s of any ot her t hr ee cr i t er i a, ei t her si mpl i ci t y of
t he pr obl em, whi ch coul d be t aken up f i r st and r esol ved so
t hat t he member s st ar t devel opi ng sel f conf i dence i n
r egar d t o t hei r own capabi l i t i es t o i dent i f y and r esol ve
pr obl ems. Or by col l ect i ng or gener at i ng dat a as t he case
56
may be and subsequent l y usi ng t he par e t o anal ysi s t o
i dent i f y whi ch pr obl em i s hur t i ng t he wor k ar ea
per f or mance t he most . Or t he member s may al so be asked by
t he l eader t o gi ve t hei r i ndi vi dual pr ef er ences f or t he
sel ect i on of t he pr i or i t y pr obl em. Whi ch ever get s t he
hi ghest number of pr ef er ences i s t aken up f or r esol vi ng
f i r st and ot her s subsequent l y i n or der of number of vot es
r ecei ved. The ci r cl e l eader or member s may seek t he
gui dance of ot her execut i ves or t he f aci l i t at or bef or e
comi ng t o any concl usi ons i n t hi s r espect .
d) The next t wo or t hr ee meet i ngs: Havi ng deci ded t he
pr i or i t y of pr obl ems, and t he f i r st one t o be t ackl ed, t he
ci r cl e st ar t s syst emat i cal l y anal yzi ng t he dat a r el at i ng
t o i t . The necessar y dat a i s gat her ed f r om t he concer ned
agenci es or may be gener at ed by obser vat i on, i f i t i s not
r eadi l y avai l abl e. The dat a r equi r ed coul d be on t he
f r equency of occur r ence, quant um of r ej ect i ons or non
conf or mances et c. , whi ch coul d i ndi cat e t he dept h of t he
pr obl em. Al l t he f act or s i dent i f i ed as r esponsi bl e f or t he
pr obl ems ar e l i st ed out agai n by br ai nst or mi ng. The
i mpor t ant ones ar e segr egat ed f r omt he t r i vi al ones by t he
use of par e t o anal ysi s. Cause and ef f ect di agr ams ar e
dr awn t o anal yse t he f act or s. Thi s enabl es t he member s t o
ensur e t hat no pr obabl e r eason f or t he pr obl em i s
over l ooked.
57
e) The f act or s whi ch ar e i dent i f i ed as bei ng r esponsi bl e
f or t he pr obl ems ar e t hen i ndi vi dual l y t aken up and
sol ut i ons accept abl e t o al l ar e ar r i ved at . I n or der t o
ensur e t hat sol ut i ons whi ch ar e benef i ci al t o t he wor k
ar ea wher e ci r cl es ar e oper at i ng do not pose f r esh
pr obl ems i n ot her r el at ed sect i ons, member s ar e advi sed t o
i nvol ve r epr esent at i ves of ot her ar eas whi ch ar e l i kel y t o
be af f ect ed by t he deci si on at t he di scussi ons st age
i t sel f .
Ci r cl e member s usual l y t r y out t he val i di t y of t hei r
r ecommendat i on i n t hei r f r ee t i me bef or e i t i s f i nal l y
adopt ed. A qual i t y ci r cl e i n a wor kshop deci ded t o
i ncor por at e a new f i xt ur e i n t he met hod of machi ni ng, but
bef or e decl ar i ng t he sol ut i on ar r i ved at , t hey, i n t hei r
own f r ee t i me, went t o t he scr ap yar d, col l ect ed t he
necessar y mat er i al s, manuf act ur ed a pr ot ot ype out si de t he
wor ki ng hour s and pr oved t he advant ages and f easi bi l i t y of
t hei r suggest i on bef or e r ecommendi ng i t f or adopt i on i n
t echnol ogi cal document s. I n t he case of r ecommendat i ons by
qual i t y ci r cl es whi ch r equi r e t he sanct i on of t he hi ghest
aut hor i t i es i n t he or gani zat i on, t hey may be consi der ed by
t he st eer i ng commi t t ee at i t s per i odi cal meet i ngs.
Al t er nat el y, at t he management pr esent at i ons i n t he
pr esence of t he st eer i ng commi t t ee, t he ci r cl e member s
gi ve t he r equi r ed cl ar i f i cat i ons and a f i nal deci si on on
t he pr act i cal i t y of t he r ecommendat i on i s gi ven.
58
f ) I mpl ement at i on sol ut i ons: Af t er ar r i vi ng at a sol ut i on
by consensus t he ci r cl e member s ensur e t hat i t i s al so
i mpl ement ed. I f i t i s f al l i ng wi t hi n t hei r own pur vi ew,
t hey may consul t t he l ocal execut i ves or manager s and
pr oceed t o execut e i t . I f i mpl ement at i on of t hei r sol ut i on
has t o be f ol l owed up by some ot her agenci es or by ot her
hi gher l evel s of management , i t coul d be passed on t o t hem
t hr ough t he f aci l i t at or . However , even i n such cases, t he
gr oup pr essur e cat al yses pr ompt act i on by t he concer ned
agency t o i mpl ement t he ci r cl e’ s r ecommendat i ons.
Thus t he oper at i on cycl e f or each pr obl emt aken up by
qual i t y ci r cl es i s compl et ed. And t hen t he pr obl emnext on
t he l i st i s t aken up and i s si mi l ar l y t r eat ed i n a
syst emat i c manner .
3.7 Management Presentation
Management pr esent at i on i s t he cul mi nat i on of a
ci r cl e’ s pr oj ect st udy. The r ecommended sol ut i on of t he
sel ect ed pr obl emwoul d be mor e ef f ect i ve and pur posef ul i f
t he pr esent at i on i s made i n a syst emat i c way. These case
st udi es woul d al so ser ve as ef f ect i ve educat i onal t ool s i n
f ut ur e.
59
3.8 The Myths and Facts of Quality Circles:
A number of myt hs have gr own up ar ound qual i t y
ci r cl es and act as obst acl es t o ut i l i zi ng wor ker s
cr eat i vi t y on t he j ob. Among t he most common ar e t hat
qual i t y ci r cl es ar e used sol el y t o sol ve pr oduct qual i t y
pr obl em, t hat t her e i s a need t o t r ai n onl y shop f l oor
empl oyees because manager s and super vi sor s al r eady have
t he needed t r ai ni ng, t hat t he qual i t y ci r cl e concept
r equi r es copyi ng of ever y det ai l of t he J apanese pr act i ce,
and t hat wor ker s i n successf ul qual i t y ci r cl e pr oj ect s
must be compensat ed by f i nanci al r ewar ds ( Ol ga L.
Cr ocker ) .
Tabl e 3. 1. The Myt hs and Fact s about Qual i t y Ci r cl es
Myt hs Fact s
The Qual i t y Ci r cl e i s t o be
used sol el y t o sol ve
pr obl ems i n pr oduct qual i t y.
Qual i t y Ci r cl es can be used
( and ar e bei ng used) t o
sol ve pr obl ems i n
pr oduct i vi t y, saf et y and
cost as wel l as qual i t y.
The qual i t y ci r cl e concept
i s appl i cabl e anywher e
pr ovi ded t he wor ker s ar e
The qual i t y ci r cl e concept
i nvol ves a si gni f i cant
amount of wor ker
60
t r ai ned i n pr obl emsol vi ng. par t i ci pat i on i n deci si on
maki ng on mat t er s pr evi ousl y
r egar ded sol el y t he
r esponsi bi l i t y of
super vi sor s. Manager s must
be wi l l i ng t o accept such
par t i ci pat i on.
The need i s t o t r ai n onl y
t he wor ker s. The manager s
and super vi sor s al r eady have
al l t he t r ai ni ng needed.
The t r ai ni ng of manager s and
super vi sor s must pr ecede
t hat of t he wor ker s. Thi s
t r ai ni ng i s not onl y i n
t echni ques but i n t he ent i r e
i dea of how o wor k wi t h
qual i t y ci r cl es.
The qual i t y ci r cl e i s t he
onl y way ever i nvent ed t o
make use of t he educat i on,
exper i ence and cr eat i vi t y of
t he wor ker .
Pr i de i n cr af t s and ski l l s
dat es back many cent ur i es t o
t he days of t he gui l ds. Even
i n Tayl or syst em t ype
f act or i es, ways wer e f ound
t o secur e wor ker
par t i ci pat i on bef or e t he
qual i t y ci r cl e concept was
i nvent ed.
Adopt i on of t he qual i t y
ci r cl e concept r equi r es
The need i s t o est abl i sh
pr act i ces whi ch ar e
61
copyi ng t he J apanese
pr act i ce on det ai l s of
appl i cat i on; f or exampl e,
shoul d t r ai ni ng be done
out si de or dur i ng wor ki ng
hour s; what amount of
payment shoul d made f or t i me
spent wor ki ng on pr oj ect ,
et c.
compat i bl e wi t h t he cul t ur e.
The J apanese pr act i ce
evol ved i n r esponse t o t he
nat ur e or t hei r uni que
cul t ur e.
Wor ker s associ at ed wi t h
successf ul qual i t y ci r cl e
pr oj ect s must be r ewar ded
speci al l y, J ust as i n t he
case of usef ul empl oyee
suggest i ons.
The r ewar ds, i f any whet her
f i nanci al or non f i nanci al ,
must be r esponsi ve t o t he
cul t ur al r eal i t i es.
The qual i t y ci r cl e can make
a maj or cont r i but i on t o
sol ut i on of t he company’ s
qual i t y pr obl ems
The cont r i but i on can be
si gni f i cant but not maj or .
Most of t he company’ s
qual i t y pr obl ems must be
sol ved by t he manager s,
super vi sor s and pr of essi onal
speci al i st s.
( Sour ce: Cr ocker , 1986)
62
Summary
Thi s chapt er t hr ows a l i ght on t he concept of qual i t y
ci r cl es, f eat ur es, st r uct ur es pr ocess. I n summar y, qual i t y
ci r cl es ar e not a new panacea t o cur e al l i ndust r i al
ai l ment s. They ar e a mechani sm f or cr eat i ng t he t ype of
or gani zat i on and t he t ype of peopl e or i ent ed phi l osophy.
63
References:
1. J ur an J . M. ( 1980) : “I nt er nat i onal si gni f i cance of t he
Qual i t y Cont r ol Ci r cl e Movement ”, Qual i t y Pr ogr ess 13,
Nov. 1980. 21.
2. Lozano R. and Phi l i p C. Thompson( 1980) : “QC
I mpl ement at i on i n t he Space Shut t l e Ext er nal Tank Pr ogr am
at t he Mi choud Mar i et t a Cor por at i on”, 1980, ASQC 34
t h
Annual
Techni cal Conf er ence Tr ansact i ons.
3. Maheshwar i B. L. ( 1987) : “Qual i t y Ci r cl es”, Mohan
Pr i ml ani f or oxf or d and I bh Publ i shi ng Company, 1987,
NewDel hi .
4. Mat hew Geor ge( 1991) : “Qual i t y Ci r cl e”, 1991, The
Cent r al Boar d f or Wor ker s Educat i on publ i cat i on New Del hi .
5. Ol ga L. Cr acker , Cyr i l Char ney and J ohnny Si k Leung
Chi u( 1986) : “Qual i t y ci r cl es – a gui de t o par t i ci pat i on
and pr oduct i vi t y”, 1986, Met huen Publ i cat i ons New Yor k.
6. QCFI Convent i onal Repor t 2008
6. Qual i t y Ci r cl e I ndi a( 2005) : “Chapt er Act i vi t i es”,
Qual i t y Ci r cl e For umof I ndi a publ i cat i on, Nov- 04- J an- 05.
7. Rober t R. Rehder ( 1981) : “What Amer i can and J apaneese
Manager s ar e Lear ni ng f r om Each ot her ”, 1981, Busi ness
Hor i zons 24 mar ch- Apr i l , 68.
8. Udpa S. R. ( 1986) : “Qual i t y Ci r cl es, Pr ogr ess t hr ough
Par t i ci pat i on”, McGr aw- Hi l l Publ i shi ng Company Li mi t ed,
New Del hi .
doc_414905199.pdf
Quality control circle is not just a little room adjacent to the factory floor, whose occupants make a nuisance of themselves to everyone else. It is a state of mind and a matter of leadership with everyone from the president to production trainee involved.
31
CHAPTER 3
THE CONCEPT OF QUALITY CIRCLE
Introduction
The pr evi ous chapt er pr esent ed t he over vi ew of
l i t er at ur e on t he r esear ch st udy. The ai m of t hi s chapt er
i s t o under st and t he concept of qual i t y ci r cl es. I t
cover s t he meani ng of qual i t y ci r cl e, def i ni t i on of
qual i t y ci r cl e, t he essent i al el ement s and st r uct ur e of
qual i t y ci r cl es.
3.1 Definition
Ther e have been di f f er ent i nt er pr et at i ons of t he
concept of qual i t y ci r cl es i n var i ous or gani zat i ons i n
I ndi a and abr oad. However , t he most commonl y accept ed
def i ni t i ons i n keepi ng wi t h t he essence of t he phi l osophy
as i t or i gi nat ed i n J apan ar e:
“Qual i t y Ci r cl e i s a smal l gr oup of empl oyees i n t he
same wor k- ar ea or doi ng a si mi l ar t ype of wor k who
vol unt ar i l y meet r egul ar l y f or about an hour ever y week t o
i dent i f y, anal yse and r esol ve wor k- r el at ed pr obl ems,
l eadi ng t o i mpr ovement i n t hei r t ot al per f or mance, and
enr i chment of t hei r wor k l i f e” ( Udupa 1986) .
32
“Qual i t y ci r cl es ar e a f or mal , i nst i t ut i onal i zed
mechani sm f or pr oduct i ve and par t i ci pat i ve pr obl em- sol vi ng
i nt er act i on among empl oyees”( Lozano & Thompson 1980) .
“Qual i t y cont r ol ci r cl e i s not j ust a l i t t l e r oom
adj acent t o t he f act or y f l oor , whose occupant s make a
nui sance of t hemsel ves t o ever yone el se. I t i s a st at e of
mi nd and a mat t er of l eader shi p wi t h ever yone f r om t he
pr esi dent t o pr oduct i on t r ai nee i nvol ved”( Rehder 1981) .
“Qual i t y ci r cl e i s a smal l gr oup t o per f or m capi t al
qual i t y cont r ol act i vi t i es wi t hi n t he same wor kshop. Thi s
smal l gr oup car r i es on cont i nuousl y as a par t of company
wi de qual i t y cont r ol act i vi t i es sel f devel opment and
mut ual devel opment and i mpr ovement wi t hi n t he wor kshop,
ut i l i zi ng qual i t y cont r ol t echni ques wi t h al l member
par t i ci pat i ng”( Dr . I shi kawa) .
3.2 Meaning of Quality Circle
I n J apan, qual i t y ci r cl es ar e or gani zed wi t hi n a
depar t ment or wor k ar ea f or t he pur pose of st udyi ng and
el i mi nat i ng pr oduct i on r el at ed pr obl ems. They ar e pr obl em
sol vi ng t eams whi ch use si mpl e st at i st i cal met hods t o
r esear ch and deci de on sol ut i ons t o wor kshop pr obl ems.
33
Qual i t y ci r cl es i n Nor t h Amer i ca ar e si mi l ar t o
J apanese ci r cl es i n spi t e i n spi t e of t he f act t hat each
may emphasi ze a par t i cul ar f unct i on such as pr obl em
sol vi ng, t eambui l di ng or qual i t y cont r ol .
Under l yi ng t he qual i t y ci r cl e concept i s t he
assumpt i on t hat t he causes of qual i t y or pr oduct i vi t y
pr obl ems ar e unknown t o wor ker s and t o management . I t i s
al so assumed t hat shop f l oor wor ker s have hands on
knowl edge, ar e cr eat i ve and can be t r ai ned t o use t hi s
nat ur al cr eat i vi t y i n j ob pr obl em sol vi ng. Qual i t y
ci r cl es, however , ar e a peopl e bui l di ng, r at her t han a
peopl e usi ng, appr oach.
3.3 Features of Quality Circles
The mai n f eat ur es of qual i t y ci r cl e ar e:
(a) Quality circle is a small group of employees
Qual i t y ci r cl e i s a smal l gr oup of empl oyee of 8
t o 10. A ci r cl e wi t h l ess t han 5 member s woul d l ose i t s
vi t al i t y due t o hi gh r at e of absent eei sm. Thi s may cause
a ci r cl e t o become i nact i ve. On t he ot her hand, mor e
t han 15 member s i n a ci r cl e coul d r esul t i n deni al of
oppor t uni t y f or act i ve par t i ci pat i on by ever y one. As
34
such, 8 t o 10 ar e r ecommended as t he mi ni mumand maxi mum
st r engt h of qual i t y ci r cl es r espect i vel y. The r eason f or
such number s i s t hat number of i nt er act i on among member s
woul d be manageabl e.
(b) Quality circle is organized in the same work area
or doing similar type of work
A qual i t y ci r cl e i s a homogeneous gr oup and
not an i nt er - depar t ment al or i nt er - di sci pl i nar y one.
Member s par t i ci pat i ng i n ci r cl e act i vi t i es must be on
t he same wave- l engt h. Di scussi ons t aki ng pl ace at t he
meet i ngs shoul d be i nt el l i gi bl e t o each one of t he
member s. Thi s i s possi bl e onl y i f t he composi t i on of t he
ci r cl e i ncl udes empl oyees wor ki ng i n t he same wor k ar ea
or engaged i n a si mi l ar t ype of wor k. Desi gnat i ons of
member s need not necessar i l y be equal but t he wor k i n
whi ch t hey al l ar e engaged shoul d be common. For
exampl e, i n any assembl y ar ea, t ur ner , dr i l l er s,
el ect r i ci ans, and unski l l ed wor ker s, et c. , coul d deci de
t o f or m a ci r cl e. Si mi l ar l y, ci r cl es coul d be composed
of st enogr apher s i n an of f i ce, oper at or s on a gr oup of
mi l l i ng machi nes, nur ses i n hospi t al s, dr aught s men i n
an engi neer i ng sect i on, cl er ks i n a bank’ s. et c.
35
(c) Quality circles are voluntary
Empl oyees deci de t o j oi n qual i t y ci r cl es on
t hei r own wi l l i ngness. No compul si on, coer ci on or
pr essur e can be br ought on any empl oyee t o j oi n or not
t o j oi n qual i t y ci r cl es. Thi s i s based on vol unt ar i sm
pr i nci pl e.
(d) Quality circles meet regularly for about an hour
every week
Nor mal l y, a qual i t y ci r cl e meet s f or about an
hour ever y week. I t i s t her ef or e possi bl e f or t he ci r cl e
t o meet at l east t hr ee or f our t i mes a mont h. The
r egul ar i t y of such meet i ngs i s ver y si gni f i cant and i t
must be adher ed t o. These meet i ngs coul d be conduct ed
dur i ng or af t er wor ki ng hour s. Thi s deci si on i s l ef t t o
qual i t y ci r cl e member s t hemsel ves. For exampl e t he
Bhar at h Heavy El ect r i c Lt d. , Bangal or e, have been
conduct i ng t he meet i ngs f or an hour af t er t he shi f t
hour s on ever y Sat ur days ( QCFI Convent i on Repor t 2008) .
(e) Quality circles identifies, analyses and resolves
work-related problems
The empl oyees who wor k cont i nuousl y i n a wor k
ar ea knows best what pr obl ems ar e hi nder i ng achi evement
36
of hi gh qual i t y, pr oduct i vi t y and opt i mumper f or mance as
al so how t hey can be r emedi ed. The member s of qual i t y
ci r cl es t hemsel ves can, t her ef or e, i dent i f y pr obl ems and
ent er t ai n r equest s f r om t he management and ot her
depar t ment s t o l ook i nt o cer t ai n pr obl ems t hat may be
wor r yi ng t hem. The f ocus of qual i t y ci r cl es i s “wor k
r el at ed pr obl ems” and not ot her ext r aneous i ssues such
as gr i evances or demands.
For Exampl e i n a non f er r ous f oundr y i n BHEL,
Hyder abad, one of t he pr obl ems i dent i f i ed by a qual i t y
ci r cl e was on an unheal t hy, smoke pol l ut ed envi r onment
( QCFI Convent i on Repor t 2008) . Any unenl i ght ened
management mi ght const r ue t hi s pr obl em as a gr i evance.
But manager i al mat ur i t y woul d al so r ecogni ze t hat
pr oduct i vi t y and qual i t y of wor k woul d be af f ect ed by
such uncl ean envi r onment al condi t i ons. I n t hi s i nst ance,
t he pr obl em whi ch had been r epeat edl y hi ghl i ght ed but
had def i ed a sol ut i on f or many year s i n t he past was
r esol ved by t he qual i t y ci r cl e member s who anal ysed t he
pr obl em syst emat i cal l y, f ound a sol ut i on and got i t
i mpl ement ed wi t h t he cooper at i on of ever yone i n j ust si x
mont hs.
37
(f) Quality circle leads to total performance
As qual i t y ci r cl es r esol ve wor k r el at ed pr obl ems
r el at i ng t o qual i t y, pr oduct i vi t y, cost r educt i on,
saf et y et c. t he t ot al per f or mance of t he wor k ar ea
nat ur al l y i mpr oves. Thi s r esul t s i n bot h t angi bl e and
i nt angi bl e gai ns t o t he whol e or gani zat i on. Empi r i cal
dat a pr ovi ded i n chapt er 5 woul d subst ant i at e t hi s
f eat ur e of qual i t y ci r cl e.
(g) Quality circle enrich work life
The spi n of f benef i t s of qual i t y ci r cl es of
t he or gani zat i on i ncl udes enr i chment of t he wor k l i f e of
t hei r empl oyees apar t f r omat t i t udi nal changes, cohesi ve
t eamcul t ur e, et c. I mpr oved wor ki ng envi r onment , happi er
r el at i ons wi t h co- empl oyees, gr eat er j ob sat i sf act i on
et c. ar e r esponsi bl e f or t hi s enr i chment of t hei r wor k
l i f e.
3.4 Assumptions of Quality Circles
The concept and phi l osophy of qual i t y ci r cl es ar e
der i ved f r om t he f ol l owi ng basi c assumpt i ons ( Mat hew
Geor ge 1991) :
38
1. I t i s pr i mar i l y based on r ecogni t i on of t he val ue of
a wor kman as a human bei ng as someone who wi l l i ngl y
act i vi ses on hi s j ob, hi s wi sdom, i nt el l i gence,
exper i ence, at t i t udes and f eel i ngs.
2. Empl oyees have t he abi l i t y t o cont r i but e cr eat i ve
i deas t o or gani zat i onal pr ocesses. They ar e endowed
wi t h i nt el l i gence and i magi nat i on. I f t r eat ed as
human bei ngs, and convi nced t hat t he management
t r ust s t hem t o be capabl e of r esponsi bi l i t y and
cont r i but i on, an expl osi on of cr eat i vi t y can be
spont aneousl y per meat ed t o t he ent i r e or gani zat i on.
3. The empl oyees ar e t he r eal exper t s on t he i nt r i caci es
and hi dden pot ent i al s of t hei r j obs. They can make
val uabl e suggest i ons on many smal l t hi ngs t hat go
wr ong, or ar e not f ul l y ut i l i zed pr ovi ded t hey f eel
mot i vat ed t o do so. They have a desi r e t o par t i ci pat e
i n t he pr obl em sol vi ng pr ocess. I f t he nat ur al ur ge
t o achi eve excel l ence i n wor k i s pr oper l y gui ded and
encour aged, ever y per son can i mpr ove hi s per f or mance
endl essl y.
39
Fi gur e. 3. 1 Qual i t y Ci r cl e i n a Nut shel l
( Sour ce: Mat hew Geor ge 1991)
3.5 Structure of Quality Circles:
The st r uct ur e of qual i t y ci r cl es i s gover ned by t he
uni que condi t i ons i n di f f er ent count r i es and
or gani zat i ons. Event ual l y, qual i t y ci r cl es get i nt egr at ed
i nt o t he company’ s t ot al oper at i ons and t her ef or e, i t i s
advi sabl e not t o gi ve a separ at e ent i t y t o t he st r uct ur e
of qual i t y ci r cl es i n any or gani zat i on. Ever y depar t ment
and ever y wor k ar ea shoul d f eel per sonal l y r esponsi bl e t o
WHAT’S IN IT FOR
ME?
? LEARN
SOMETHING NEW
JOB SATISFACTION
?FUN
?RECOGNITION
QUALITY
CIRCLES
WHO CAN USE IT?
Every one
interested in better
quality of work
life
HOW DOES A
QUALITY CIRCLE
WORK?
?WEEKLY MEETINGS
?USE OF PROBLEM
SOLVING METHOD
WHAT IS A
QUALITY CIRCLE?
A group of 8-10
people who work on
problems of their
own choosing
40
make t he oper at i on of qual i t y ci r cl es a success. The ai m
i s t o see t hat t he concept get s woven i nt o t he ver y f abr i c
of t he or gani zat i on and becomes way of l i f e wi t h ever y one
i n ever y spher e of wor k ( Ol ga L. Cr ocker , 1986) .
The f ol l owi ng f i gur e depi ct s or gani zat i on of qual i t y
ci r cl es.
Fi gur e 3. 2 Or gani zat i on of Qual i t y Ci r cl es
CO – Coor di nat i ng agency
SC – St eer i ng Commi t t ee
DC- Depar t ment Commi t t ee
F – Faci l i t at or
L –Leader
DL – Deput y Leader
M – Member
NM – Non - Member
( Sour ce: Udpa 1986)
Thi s or gani st i onal st r uct ur e i s appl i cabl e t o medi um
and l ar ge si ze or gani zat i ons, havi ng a number of
depar t ment s wi t h a l ar ge wor k f or ce. I n smal l
or gani zat i ons t he st r uct ur e can be si mpl i f i ed t o sui t t he
r equi r ement s. Somet i me i ndi vi dual uni ons have t o make
41
cer t ai n changes i n t he suggest ed st r uct ur e dependi ng upon
t hei r uni que needs.
3.5-1 Members
Member shi p i s st r i ct l y vol unt ar y and anyone who
wi shes t o j oi n i s encour aged t o j oi n. Hence t he member s
ar e hear t of t he ci r cl e pr ogr amme and pr oper ut i l i zat i on
of t hei r unt apped br ai n power i s key t op i t s success.
Functions of Members
An ef f ect i ve member shoul d:
• At t end al l meet i ngs on t i me
• Lear n pr obl emsol vi ng t echni ques
• Fol l ow t he code of conduct
• St ay wi t hi n al l qual i t y ci r cl e pol i cy/ r ul es
• Pr omot e t he qual i t y ci r cl e pr ogr amme
• Hel p ot her member s i n t he wor k of t he ci r cl e
• Par t i ci pat e i n sol vi ng pr obl ems
3.5-2 Leader
The qual i t y ci r cl e l eader i s el ect ed by t he ci r cl e
member s. Exper i ence pr oves t hat ci r cl e act i vi t i es wi l l
have a bet t er chance of success when t he super vi sor or
f or eman i s t he l eader . Leader i s l i ke t he t hr ead i n a
42
gar l and of f l ower s. I t i s t he t hr ead whi ch bi nds t he
i ndi vi dual f l ower i nt o a gar l and. I n a good gar l and, t he
t hr ead i s unseen. Fl ower s ar e pr omi nent . Si mi l ar l y, i n an
ef f ect i ve ci r cl e t he l eader wi l l not be pr omi nent but t he
member s wi l l be pr omi nent . I n ot her wor ds, t he l eader i s
t he bi ndi ng f or t he ef f ect i veness of t he ci r cl e.
The l eader –
• acqui r e ski l l s i n qual i t y ci r cl e t echni ques
• mot i vat e pot ent i al member s t o j oi n ci r cl e
act i vi t i es
• schedul e ci r cl e meet i ngs
• deci de t he t i me f r equency and dur at i on of t he
meet i ng
• ensur e ef f ect i ve par t i ci pat i on of al l member s
• pr epar e agenda f or ef f ect i ve ut i l i zat i on of
meet i ng
• ensur e t hat t he pr obl ems di scussed ar e wor k
r el at ed pr obl ems
• st i mul at e gr oup di scussi on, by gi vi ng necessar y
i nput s and i nput s and encour agement
• concl ude each meet i ng wi t h t he r esponsi bi l i t i es
and assi gnment s cl ear l y def i ned
• ensur e t he mi nut es of t he meet i ng ar e pr oper l y
r ecor ded and di st r i but ed
43
• ar r ange f or management pr esent at i on
• mai nt ai n r epor t wi t h t he f aci l i t at or
• pl an t he agenda t o be meani ngf ul and ef f ect i ve
• hol d di scussi on wi t h t he f aci l i t at or bef or e and
af t er t he meet i ng
• be r esponsi bl e f or peopl e bui l di ng
• encour age non member s t o become member s
• r ecor ds t he mi nut es of each meet i ng
• mai nt ai n t he member s, at t endance l ong mai nt ai n a
member t r ai ni ng st at us r ecor d
3.5-3 Deputy Leader
Li ke l eader deput y l eader i s al so el ect ed by t he
ci r cl e member s.
The deput y l eader –
• gener at es ent husi asmf or ci r cl e act i vi t i es
• t akes car e f or t he oper at i on of t he ci r cl e
• meet s wi t h t he ci r cl e once i n a week
• cal l s upon t he f aci l i t at or f or assi st ance
• r esponsi bl e f or ci r cl e r ecor ds
• cr eat es co- or di nat i on and har mony i n t he ci r cl e
• ser ves as a key l i nk bet ween member s and
management
44
• at t ends l eader shi p t r ai ni ng
• wor ks cl osel y wi t h t he f or eman
• seeks advi ce and asks f or hel p i f r equi r ed
• keeps t he meet i ngs on t r ack
• enf or ces a code of conduct
• mai nt ai ns a good at t i t ude about ci r cl es
• gi ves assi gnment s
• st ar t s and ends meet i ngs on t i me
• hel ps t o get new member s f or t he ci r cl e
• pr omot es t he qual i t y ci r cl e pr ogr amme
3.5-4 Facilitator
The f aci l i t at or i s an i mpor t ant l i nk i n t he st r uct ur e
t hat i s r esponsi bl e f or coor di nat i ng and conduct i ng
qual i t y ci r cl e act i vi t i es. He i s a per son who shoul d make
t hi ngs happen t hr ough peopl e. He i s a combi nat i on of a
coach, coor di nat or , communi cat or , i nnovat or , pr omot er ,
t eacher , st at i st i ci an and cat al yst - al l i n one.
The f aci l i t at or shoul d be sel ect ed by t he st eer i ng
commi t t ee i mmedi at el y af t er t aki ng a def i ni t e deci si on t o
i mpl ement qual i t y ci r cl e. I n f act , t he f i r st t ask of t he
st eer i ng commi t t ee i s t o sel ect t he f aci l i t at or .
45
The f aci l i t at or i s a seni or of f i cer of t he
depar t ment , wher e qual i t y ci r cl es ar e wor ki ng and i s
nomi nat ed by t he management . Because of t he cr uci al r ol e
t hat t he f aci l i t at or pl ays i n maki ng qual i t y ci r cl es
oper at i on a success t hi s sel ect i on has t o be done
car ef ul l y.
The Faci l i t at or –
• f or ms t he l i nk bet ween t he ci r cl es and t he r est
of t he or gani zat i on
• wor ks cl osel y wi t h t he st eer i ng commi t t ee
• cont i nuousl y coach t he ci r cl e l eader
• t r ai ns t he ci r cl e l eader
• hel ps t he l eader dur i ng t r ai ni ng of t he member s
• mai nt ai ns ci r cl e r ecor ds
• ar r anges meet i ng wi t h out si der s i f necessar y
• publ i ci zes t he pr ogr amme
• pr epar at i on f or pr esent at i on – i nvi t at i ons,
paper s, vi sual s
• pr epar es t r ai ni ng mat er i al
• or gani zes meet i ngs
Thus t he f aci l i t at or f or ms t he l i nk bet ween t he t eams
and r est of t he or gani zat i on and wor ks cl osel y wi t h
46
st eer i ng commi t t ee. The f aci l i t at or may be assi st ed by a
number of depar t ment coor di nat or .
3.5-5 Steering Committee
Thi s commi t t ee compr i ses heads of maj or f unct i ons as
member s and t he chi ef execut i ve of t he or gani zat i on as t he
chai r man. For t he successf ul i mpl ement at i on of qual i t y
ci r cl es, t he t op management ’ s suppor t must not onl y be
avai l abl e but al so vi si bl e t o al l .
St eer i ng commi t t ee set s goal s and obj ect i ves f or
qual i t y ci r cl e act i vi t i es. I t al so f or mul at es and
est abl i shes oper at i onal gui del i nes and cont r ol s t he r at e
of expansi on. The st eer i ng commi t t ee shoul d be f or med
i mmedi at el y af t er t aki ng a deci si on t o i mpl ement qual i t y
ci r cl e act i vi t i es.
The st eer i ng commi t t ee i s pol i cy maki ng gr oup. The
success of qual i t y ci r cl es i n any or gani sat i on depends
upon how t he st eer i ng commi t t ee can use i t s exper t i se f or
achi evi ng t he pr i mar y obj ect i ves of t he or gani zat i on. The
r esponsi bi l i t y of st eer i ng commi t t ee i s t o cr eat e
successf ul and har moni ous qual i t y ci r cl e act i vi t i es. Te
success of qual i t y ci r cl e depends on t he ef f ect i veness of
t he f r ame wor k of t he f i ve most i mpor t ant pr i nci pl es of
management vi z. ( 1) Set t i ng obj ect i ves ( 2) Pl anni ng ( 3)
47
St af f i ng and schedul i ng ( 4) Di r ect i ng and ( 5) Cont r ol . I n
ot her wor ds, t he st eer i ng commi t t ee i s t he Boar d of
Di r ect or of t he qual i t y ci r cl e act i vi t i es.
The St eer i ng Commi t t ee –
• t akes an over vi ew of t he oper at i on of qual i t y
ci r cl es i n t he or gani zat i on as a whol e. On t he
basi s of r epor t s f r om t he coor di nat or and t he
f aci l i t at or s, pr obl em ar eas ar e i dent i f i ed and
r emedi al act i on suggest ed.
• t akes deci si ons on i mpor t ant r ecommendat i ons of
qual i t y ci r cl es f al l i ng out si de t he compet ence
of ot her l evel s of management whi ch ar e r epor t ed
t o t he st eer i ng commi t t ee.
• gi ves maj or pol i cy gui del i nes and di r ect i ons f or
t he heal t hy pr opagat i on of t he concept .
• sanct i ons maj or pr ogr ammes and f i nanci al suppor t
t o gi ve t hr ust t o t he pr omot i on of t he qual i t y
ci r cl es
• at t ends management pr esent at i ons and get
t oget her
• meet s r egul ar l y once i n t wo t o t hr ee mont hs ar e
convened by t he coor di nat or .
48
3.5-6 Coordinating Agency
Whi l e t he f aci l i t at or nur t ur es t he qual i t y ci r cl es i n
hi s sect i on/ depar t ment t he coor di nat i ng agency coor di nat es
t he act i vi t i es of ci r cl es t hr oughout t he or gai sat i on. I n
t he coor di nat i ng agency dependi ng upon t he number of
ci r cl es i n oper at i on, f ul l t i me coor di nat or s have t o be
nomi nat ed. The depar t ment t o be nomi nat ed f or coor di nat i on
depends on t he conveni ence of t he or gani zat i on. The f or mal
nami ng of t he depar t ment f or t he wor k of coor di nat i on i s
i mpor t ant f or i nst i t ut i onal i zi ng t he movement as,
i ndi vi dual s may get shi f t ed, depar t ment s nor mal l y ar e
per manent i n any or gani zat i on and t her ef or e cont i nui t y of
t he qual i t y ci r cl e’ s pr opagat i on i s assur ed by ear mar ki ng
a par t i cul ar depar t ment f or t hi s t ask.
The Coor di nat i ng Agency –
• or gani ses t r ai ni ng pr ogr ammes f or member s as and
when new ci r cl e ar e f or med
• convenes t he st eer i ng commi t t ee meet i ng
r egul ar l y once i n t wo t o t hr ee mont hs and
mai nt ai ns t he mi nut es t her eof
• or gani zes t op management pr esent at i ons r egul ar l y
once i n t wo t o t hr ee mont hs
49
• cent r al l y r egi st er s ci r cl es as and when f or med
and al so mai nt ai ns r ecor ds of number of member s,
f r equency of management r epr esent at i ons, et c.
• coor di nat es and evol ves a consensus f or nor ms t o
assess t he per f or mance of di f f er ent qual i t y
ci r cl es and of di f f er ent di vi si ons
• coor di nat es and ensur es avai l abi l i t y of common
f aci l i t i es t o al l qual i t y ci r cl es
• pr epar es a budget f or t he f unct i oni ng of qual i t y
ci r cl es and submi t s t he same t o t he st eer i ng
commi t t ee f or adopt i on
• or gani zes soci al get t oget her , convent i ons and
conf er ences, et c. , f r om t i me t o t i me as deci ded
by t he st eer i ng commi t t ee
• coor di nat es t he deput i ng of qual i t y ci r cl e
l eader s and member s t o ot her or gni sat i on and
pr ogr ammes
• hel ps i n r esol vi ng pr obl ems t hat may be
encount er ed i n t he i mpl ement at i on of qual i t y
ci r cl es wi t h t he hel p of t he st eer i ng commi t t ee,
i f necessar y
• ar r anges f or publ i cat i on of t he act i vi t i es of
t he qual i t y ci r cl es i n newsl et t er s and j our nal s
• ar r anges f or guest speaker s t o t al k on subj ect s
of i nt er est t o qual i t y ci r cl es
50
• mai nt ai ns a l i br ar y of publ i cat i ons on qual i t y
ci r cl es f or t he benef i t of t hose i nt er est ed
• assi st s t he st eer i ng commi t t ee i n af f or di ng
adequat e l evel of mot i vat i on and r ecogni t i on t o
qual i t y ci r cl es i n oper at i on so as make t he
movement a sel f sust ai ned one and hel p i t t o
gr ow f r omst r engt h t o st r engt h.
3.5-7 Top Management
The t op management has an i mpor t ant r ol e t o ensur e
t he successf ul i mpl ement at i on of qual i t y ci r cl es i n t he
or gani zat i on.
The t op management –
• must demonst r at e unequi vocal l y i t s under st andi ng
and f ai t h i n t he concept of qual i t y ci r cl e.
• must make pr ovi si on i n t he annual budget f or
meet i ng t he expendi t ur e of oper at i on of qual i t y
ci r cl es
• encour ages heal t hy gr owt h t hr ough compet i t i on
bet ween qual i t y ci r cl es by i nst i t ut i ng an awar d
t o t he di vi si on/ depar t ment whi ch per f or ms best
i n pr opagat i on on qual i t y ci r cl es as wel l as t o
t he qual i t y ci r cl es whi ch makes t he best
51
pr esent at i ons at any cent r al l y or gani saed
convent i on or conf er ence.
• gi ves necessar y gui dance t o empl oyees at
di f f er ent l evel s f or maki ng t he qual i t y ci r cl e
movement a sel f sust ai ned success.
• i ncl udes pr opagat i on of qual i t y ci r cl es as one
of cor por at e obj ect i ves.
3.5-8 Non-Members
I t woul d be di f f i cul t f or t he member s of t he qual i t y
ci r cl es t o i mpl ement t hei r own suggest i ons wi t hout t he
cooper at i on of non- member s. I n f act non- member s woul d be
ent hused t o par t i ci pat e i n qual i t y ci r cl e act i vi t i es and
al so t o wi t ness t he pr esent at i ons bei ng gi ven by qual i t y
ci r cl es f r om t i me t o t i me. I f t hi s wer e t o be done, non
member s’ woul d gr adual l y change t hei r at t i t udes,
appr eci at e what t hey, as i ndi vi dual s woul d get out of
par t i ci pat i on i n ci r cl e act i vi t i es and may t hen deci de t o
j oi n t he exi st i ng ci r cl es or f or m new ones. Under no
ci r cumst ances shoul d a cl i mat e of conf l i ct be cr eat ed i n
any wor k ar ea bet ween member s and non- member s. The l i nes
of communi cat i on shoul d be kept open t o t he non- member s.
Non- member s shoul d encour age t o pr esent i deas t o t he
ci r cl e.
52
The st r uct ur e of qual i t y ci r cl es as descr i bed above
i s r el evant t o l ar ge or gani zat i ons wi t h a l ar ge wor k
f or ce. I t i s not necessar y f or smal l or gani zat i ons t o
adopt such an el abor at e st r uct ur e. The suggest ed set up
may be sui t abl y si mpl i f i ed t o meet t hei r r equi r ement s. A
cent r al l y or gani zed t op management pr esent at i on woul d be
adequat e f or gi vi ng ever yone of t he smal l number of
ci r cl es a chance t o pr esent t hei r case st udi es and
achi evement s.
3.6 Operation of Quality Circle
The oper at i on of qual i t y ci r cl e t akes pl ace f ol l owi ng
way.
a) The i ni t i al meet i ng i s hel d ( week 1) : Qual i t y ci r cl e
member s meet at t he appoi nt ed pl ace and t i me and
choose t hei r l eader and deput y l eader by consensus.
The f aci l i t at or or t he coor di nat or pr ovi des t he
member s wi t h t he necessar y st at i oner y such as pens,
paper , not ebooks, bl ack boar d and any ot her i t ems
usef ul and necessar y f or t hei r act i vi t i es. Then t he
gr oup, i f i t so chooses, gi ves i t sel f a name f or
i ndi vi dual i dent i t y. The f aci l i t at or makes
i nt r oduct or y r emar ks by way of r eaf f i r mi ng t he
management ’ s suppor t and i t s best wi shes f or t he
53
success of t he ci r cl e act i vi t i es. Ther eaf t er he
wi t hdr aws and l eaves t he f l oor t o t he l eader f or
conduct i ng f ur t her pr oceedi ngs. The l eader and t he
member s t ake t he oppor t uni t y t o get t o know each
ot her bet t er i n t he new cont ext of t he ci r cl e
act i vi t i es. The l eader concl udes t he hour l ong
meet i ng i nf or mi ng t he member s t hat t hey woul d be
conduct i ng br ai nst or mi ng at t he second meet i ng t o
i dent i f y al l t he pr obl ems comi ng i n t he way of bet t er
qual i t y, pr oduct i vi t y and opt i mum per f or mance of t he
wor k ar ea.
b) The second / t hi r d meet i ng: When t he qual i t y ci r cl es
st ar t f unct i oni ng, t hey ar e abl e t o i dent i f y a l ar ge
number of i ssues af f ect i ng t hei r wor k adver sel y
dur i ng t hei r f i r st f ew br ai nst or mi ng sessi ons. The
management , per haps, may not even be awar e of such
pr obl ems. Thr ough t hei r own br ai nst or mi ng ef f or t s and
suggest i ons f r om ot her r el at ed agenci es, qual i t y
ci r cl e member s compi l e a l i st of al l t he pr obl ems
t hat r equi r e t o be t ackl ed by t hem one af t er t he
ot her . I t may be so t hat ci r cl e member s ar e
exer ci si ng t hei r cr eat i vi t y f or t he f i r st t i me and
t her ef or e, pr obl ems may not st r i ke t hei r mi nd easi l y.
They coul d t hen be gui ded t o ask t hemsel ves t he
54
f ol l owi ng quest i ons whi ch woul d t r i gger t hei r
t hi nki ng.
• What speci f i c j obs gi ve you t he most pr obl ems?
• What j obs ar e hel d up because of del ays or
bot t l enecks?
• What j obs ar e causi ng a l ot of r ewor k?
• What r epor t s, f or m or r ecor ds r equi r e
unnecessar y i nf or mat i on?
• Wher e can an oper at i on be combi ned wi t h anot her
t o save t i me?
• Can any pr ocess be made mor e ef f i ci ent by new or
modi f i cat i on of f i xt ur es / j i gs?
• What j obs or pr ocedur es t ake t oo l ong?
• Wher e can bet t er use of space be made?
• On what j obs ar e t oo many mi st akes bei ng made or
qual i t y and wor k i s unsat i sf act or y?
• Wher e can wear and t ear or equi pment be r educed?
• Wher e can mat er i al s, par t s or suppl i es be
r educed?
• What j obs r equi r e a l ot of checki ng?
• Can any mat er i al be subst i t ut ed f or cost
ef f ect i veness?
55
The pr obl ems t hat may be t ackl ed by qual i t y ci r cl es can be
cl assi f i ed as:
( a) Those whi ch af f ect t hei r wor k- ar ea and
i mpl ement at i on of t hei r sol ut i ons i s under t he
pur vi ew of t he qual i t y ci r cl es.
( b) Those whi ch af f ect t hei r wor k ar ea but have i n
i nt er f ace wi t h ot her depar t ment s and i mpl ement at i on
of r ecommendat i ons can onl y be done wi t h t he
cooper at i on of ot her s.
( c) Those whi ch ar e t ot al l y out si de t he pur vi ew of
t he qual i t y ci r cl e
I ni t i al l y some gui dance f r om f aci l i t at or s may be
necessar y so t hat qual i t y ci r cl es do not t ake up pr obl ems
under cat egor y © but gi ve pr i or i t y t o pr obl ems under
cat egor y ( a) and t her eaf t er t o t hose under ( b) .
C) The f our t h meet i ng: The ci r cl e member s now t ake up t he
t ask of assi gni ng pr i or i t i es t o t he pr obl ems t hat t hey
have i dent i f i ed. The pr i or i t i zi ng of pr obl ems coul d on t he
basi s of any ot her t hr ee cr i t er i a, ei t her si mpl i ci t y of
t he pr obl em, whi ch coul d be t aken up f i r st and r esol ved so
t hat t he member s st ar t devel opi ng sel f conf i dence i n
r egar d t o t hei r own capabi l i t i es t o i dent i f y and r esol ve
pr obl ems. Or by col l ect i ng or gener at i ng dat a as t he case
56
may be and subsequent l y usi ng t he par e t o anal ysi s t o
i dent i f y whi ch pr obl em i s hur t i ng t he wor k ar ea
per f or mance t he most . Or t he member s may al so be asked by
t he l eader t o gi ve t hei r i ndi vi dual pr ef er ences f or t he
sel ect i on of t he pr i or i t y pr obl em. Whi ch ever get s t he
hi ghest number of pr ef er ences i s t aken up f or r esol vi ng
f i r st and ot her s subsequent l y i n or der of number of vot es
r ecei ved. The ci r cl e l eader or member s may seek t he
gui dance of ot her execut i ves or t he f aci l i t at or bef or e
comi ng t o any concl usi ons i n t hi s r espect .
d) The next t wo or t hr ee meet i ngs: Havi ng deci ded t he
pr i or i t y of pr obl ems, and t he f i r st one t o be t ackl ed, t he
ci r cl e st ar t s syst emat i cal l y anal yzi ng t he dat a r el at i ng
t o i t . The necessar y dat a i s gat her ed f r om t he concer ned
agenci es or may be gener at ed by obser vat i on, i f i t i s not
r eadi l y avai l abl e. The dat a r equi r ed coul d be on t he
f r equency of occur r ence, quant um of r ej ect i ons or non
conf or mances et c. , whi ch coul d i ndi cat e t he dept h of t he
pr obl em. Al l t he f act or s i dent i f i ed as r esponsi bl e f or t he
pr obl ems ar e l i st ed out agai n by br ai nst or mi ng. The
i mpor t ant ones ar e segr egat ed f r omt he t r i vi al ones by t he
use of par e t o anal ysi s. Cause and ef f ect di agr ams ar e
dr awn t o anal yse t he f act or s. Thi s enabl es t he member s t o
ensur e t hat no pr obabl e r eason f or t he pr obl em i s
over l ooked.
57
e) The f act or s whi ch ar e i dent i f i ed as bei ng r esponsi bl e
f or t he pr obl ems ar e t hen i ndi vi dual l y t aken up and
sol ut i ons accept abl e t o al l ar e ar r i ved at . I n or der t o
ensur e t hat sol ut i ons whi ch ar e benef i ci al t o t he wor k
ar ea wher e ci r cl es ar e oper at i ng do not pose f r esh
pr obl ems i n ot her r el at ed sect i ons, member s ar e advi sed t o
i nvol ve r epr esent at i ves of ot her ar eas whi ch ar e l i kel y t o
be af f ect ed by t he deci si on at t he di scussi ons st age
i t sel f .
Ci r cl e member s usual l y t r y out t he val i di t y of t hei r
r ecommendat i on i n t hei r f r ee t i me bef or e i t i s f i nal l y
adopt ed. A qual i t y ci r cl e i n a wor kshop deci ded t o
i ncor por at e a new f i xt ur e i n t he met hod of machi ni ng, but
bef or e decl ar i ng t he sol ut i on ar r i ved at , t hey, i n t hei r
own f r ee t i me, went t o t he scr ap yar d, col l ect ed t he
necessar y mat er i al s, manuf act ur ed a pr ot ot ype out si de t he
wor ki ng hour s and pr oved t he advant ages and f easi bi l i t y of
t hei r suggest i on bef or e r ecommendi ng i t f or adopt i on i n
t echnol ogi cal document s. I n t he case of r ecommendat i ons by
qual i t y ci r cl es whi ch r equi r e t he sanct i on of t he hi ghest
aut hor i t i es i n t he or gani zat i on, t hey may be consi der ed by
t he st eer i ng commi t t ee at i t s per i odi cal meet i ngs.
Al t er nat el y, at t he management pr esent at i ons i n t he
pr esence of t he st eer i ng commi t t ee, t he ci r cl e member s
gi ve t he r equi r ed cl ar i f i cat i ons and a f i nal deci si on on
t he pr act i cal i t y of t he r ecommendat i on i s gi ven.
58
f ) I mpl ement at i on sol ut i ons: Af t er ar r i vi ng at a sol ut i on
by consensus t he ci r cl e member s ensur e t hat i t i s al so
i mpl ement ed. I f i t i s f al l i ng wi t hi n t hei r own pur vi ew,
t hey may consul t t he l ocal execut i ves or manager s and
pr oceed t o execut e i t . I f i mpl ement at i on of t hei r sol ut i on
has t o be f ol l owed up by some ot her agenci es or by ot her
hi gher l evel s of management , i t coul d be passed on t o t hem
t hr ough t he f aci l i t at or . However , even i n such cases, t he
gr oup pr essur e cat al yses pr ompt act i on by t he concer ned
agency t o i mpl ement t he ci r cl e’ s r ecommendat i ons.
Thus t he oper at i on cycl e f or each pr obl emt aken up by
qual i t y ci r cl es i s compl et ed. And t hen t he pr obl emnext on
t he l i st i s t aken up and i s si mi l ar l y t r eat ed i n a
syst emat i c manner .
3.7 Management Presentation
Management pr esent at i on i s t he cul mi nat i on of a
ci r cl e’ s pr oj ect st udy. The r ecommended sol ut i on of t he
sel ect ed pr obl emwoul d be mor e ef f ect i ve and pur posef ul i f
t he pr esent at i on i s made i n a syst emat i c way. These case
st udi es woul d al so ser ve as ef f ect i ve educat i onal t ool s i n
f ut ur e.
59
3.8 The Myths and Facts of Quality Circles:
A number of myt hs have gr own up ar ound qual i t y
ci r cl es and act as obst acl es t o ut i l i zi ng wor ker s
cr eat i vi t y on t he j ob. Among t he most common ar e t hat
qual i t y ci r cl es ar e used sol el y t o sol ve pr oduct qual i t y
pr obl em, t hat t her e i s a need t o t r ai n onl y shop f l oor
empl oyees because manager s and super vi sor s al r eady have
t he needed t r ai ni ng, t hat t he qual i t y ci r cl e concept
r equi r es copyi ng of ever y det ai l of t he J apanese pr act i ce,
and t hat wor ker s i n successf ul qual i t y ci r cl e pr oj ect s
must be compensat ed by f i nanci al r ewar ds ( Ol ga L.
Cr ocker ) .
Tabl e 3. 1. The Myt hs and Fact s about Qual i t y Ci r cl es
Myt hs Fact s
The Qual i t y Ci r cl e i s t o be
used sol el y t o sol ve
pr obl ems i n pr oduct qual i t y.
Qual i t y Ci r cl es can be used
( and ar e bei ng used) t o
sol ve pr obl ems i n
pr oduct i vi t y, saf et y and
cost as wel l as qual i t y.
The qual i t y ci r cl e concept
i s appl i cabl e anywher e
pr ovi ded t he wor ker s ar e
The qual i t y ci r cl e concept
i nvol ves a si gni f i cant
amount of wor ker
60
t r ai ned i n pr obl emsol vi ng. par t i ci pat i on i n deci si on
maki ng on mat t er s pr evi ousl y
r egar ded sol el y t he
r esponsi bi l i t y of
super vi sor s. Manager s must
be wi l l i ng t o accept such
par t i ci pat i on.
The need i s t o t r ai n onl y
t he wor ker s. The manager s
and super vi sor s al r eady have
al l t he t r ai ni ng needed.
The t r ai ni ng of manager s and
super vi sor s must pr ecede
t hat of t he wor ker s. Thi s
t r ai ni ng i s not onl y i n
t echni ques but i n t he ent i r e
i dea of how o wor k wi t h
qual i t y ci r cl es.
The qual i t y ci r cl e i s t he
onl y way ever i nvent ed t o
make use of t he educat i on,
exper i ence and cr eat i vi t y of
t he wor ker .
Pr i de i n cr af t s and ski l l s
dat es back many cent ur i es t o
t he days of t he gui l ds. Even
i n Tayl or syst em t ype
f act or i es, ways wer e f ound
t o secur e wor ker
par t i ci pat i on bef or e t he
qual i t y ci r cl e concept was
i nvent ed.
Adopt i on of t he qual i t y
ci r cl e concept r equi r es
The need i s t o est abl i sh
pr act i ces whi ch ar e
61
copyi ng t he J apanese
pr act i ce on det ai l s of
appl i cat i on; f or exampl e,
shoul d t r ai ni ng be done
out si de or dur i ng wor ki ng
hour s; what amount of
payment shoul d made f or t i me
spent wor ki ng on pr oj ect ,
et c.
compat i bl e wi t h t he cul t ur e.
The J apanese pr act i ce
evol ved i n r esponse t o t he
nat ur e or t hei r uni que
cul t ur e.
Wor ker s associ at ed wi t h
successf ul qual i t y ci r cl e
pr oj ect s must be r ewar ded
speci al l y, J ust as i n t he
case of usef ul empl oyee
suggest i ons.
The r ewar ds, i f any whet her
f i nanci al or non f i nanci al ,
must be r esponsi ve t o t he
cul t ur al r eal i t i es.
The qual i t y ci r cl e can make
a maj or cont r i but i on t o
sol ut i on of t he company’ s
qual i t y pr obl ems
The cont r i but i on can be
si gni f i cant but not maj or .
Most of t he company’ s
qual i t y pr obl ems must be
sol ved by t he manager s,
super vi sor s and pr of essi onal
speci al i st s.
( Sour ce: Cr ocker , 1986)
62
Summary
Thi s chapt er t hr ows a l i ght on t he concept of qual i t y
ci r cl es, f eat ur es, st r uct ur es pr ocess. I n summar y, qual i t y
ci r cl es ar e not a new panacea t o cur e al l i ndust r i al
ai l ment s. They ar e a mechani sm f or cr eat i ng t he t ype of
or gani zat i on and t he t ype of peopl e or i ent ed phi l osophy.
63
References:
1. J ur an J . M. ( 1980) : “I nt er nat i onal si gni f i cance of t he
Qual i t y Cont r ol Ci r cl e Movement ”, Qual i t y Pr ogr ess 13,
Nov. 1980. 21.
2. Lozano R. and Phi l i p C. Thompson( 1980) : “QC
I mpl ement at i on i n t he Space Shut t l e Ext er nal Tank Pr ogr am
at t he Mi choud Mar i et t a Cor por at i on”, 1980, ASQC 34
t h
Annual
Techni cal Conf er ence Tr ansact i ons.
3. Maheshwar i B. L. ( 1987) : “Qual i t y Ci r cl es”, Mohan
Pr i ml ani f or oxf or d and I bh Publ i shi ng Company, 1987,
NewDel hi .
4. Mat hew Geor ge( 1991) : “Qual i t y Ci r cl e”, 1991, The
Cent r al Boar d f or Wor ker s Educat i on publ i cat i on New Del hi .
5. Ol ga L. Cr acker , Cyr i l Char ney and J ohnny Si k Leung
Chi u( 1986) : “Qual i t y ci r cl es – a gui de t o par t i ci pat i on
and pr oduct i vi t y”, 1986, Met huen Publ i cat i ons New Yor k.
6. QCFI Convent i onal Repor t 2008
6. Qual i t y Ci r cl e I ndi a( 2005) : “Chapt er Act i vi t i es”,
Qual i t y Ci r cl e For umof I ndi a publ i cat i on, Nov- 04- J an- 05.
7. Rober t R. Rehder ( 1981) : “What Amer i can and J apaneese
Manager s ar e Lear ni ng f r om Each ot her ”, 1981, Busi ness
Hor i zons 24 mar ch- Apr i l , 68.
8. Udpa S. R. ( 1986) : “Qual i t y Ci r cl es, Pr ogr ess t hr ough
Par t i ci pat i on”, McGr aw- Hi l l Publ i shi ng Company Li mi t ed,
New Del hi .
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