Concept of QUALITY CIRCLES

Voluntary group of employee and supervisor

8-10 members
QC works on the basic of a continuous & on going process in an organization.

In 1960s first quality circle develop.

Developed in Japan, it spread to more than 50 countries.
Wherever they are, human beings are human being. Ishikawa wrote this book in a 1980
preface to the English translation of the Koryo.
Middle and upper management the parent-teacher.

Employees want to do a good job.

Employees want to be recognized as intelligent and
interested who like to participate in decision making issues.
Employees want to be better informed about organizational
goals and problem.
Employees want recognition and responsibility and a feeling
of self esteem.

ADVANTAGES OF QUALITY CIRCLES

Rise organization morale

Inspire more effective team work
Promote job involvement
Create problem solving capability by members of QCs themselves
Promote personal and leadership development
Improve communication within the organization
Promote cost reduction
Increase employees motivation

PRESENTAION
Implementation
Monitoring

SOLUTION
Problem
Results
PROBLEM
ANALYSIS
Cause & Effect
Data Collection &
Analysis

ORGANIZATION
8-10 members
Same area
Moderator

TRAINING
Group Processes
Data Collection
Problem Analysis

PROBLEM ID
List Alternatives
Consensus
Brainstorming

TOP MANAGEMENT

STEERING COMMITEE
FACILITATOR
LEADERS
MEMBERS

Expose middle level executives to the concept.

Explain the concept to the employees & invite
them to volunteer as members of Quality Circle.
Nominate senior officers as facilitators.
Form a steering committee.

Arrange training of coordinators, facilitators in basics of quality

circle approach, implementation techniques & operation. Later
facilitator may provide training to circle leaders & circle members.
A meeting should be fixed preferably one hour a week for the quality
circle to meet.

Formally inaugurate the quality circle.

Arrange the necessary facilities for the quality circle meeting & its
operation.

PROCESS OF OPERATION

How to use the concept

Basic Quality Problem Solving

PARETO CHART
Determine priority for quality improvement
activities
Provide tool for visualizing the pareto principle
Determine which problem should be solve first
Provide a before-and-after comparison

ISHIKAWA DIAGRAM

Referred to as cause-and effective diagram, tree

diagram, or fishbone diagram
Display the factor that effect a particular quality
characteristic, outcome or problem.
Typically result of a brainstorming

The main goal represented by the trunk of the

diagram, and primary factor represented as branches.