Professional Documents
Culture Documents
INTRODUCTION
Participate methods in the workplace are one way to improve both the
work environment for employees and productivity and quality for the
company.
Quality Circle is one of the employee participation methods. It implies the development of skills,
capabilities, confidence and creativity of the people through cumulative process of education,
training, work experience and participation. It also implies the creation of facilitative conditions
and environment of work, which creates and sustains their motivation and commitment towards
work excellence. Quality Circles have emerged as a mechanism to develop and utilize the
tremendous potential of people for improvement in product quality and productivity.
After the Second World War Japanese economy was in the doldrums. Seeing this disastrous
effect of war, Americans decided to help Japan in improving the quality standards of their
products. General Douglas Mac Arthur who, at that time, was the commander of the occupational
forces in Japan took up the task of imparting quality awareness among Japanese to help them
improve their products and the reliability of manufacturing systems including men, machine and
materials. Thus, by 1975, they were topping the world in quality and productivity. This astonishing
and unique achievement in modern history became an eye – opener to the world. Industrialists
and politicians from all over the world started visiting Japan to know how they have achieved
such magical results in such a short span. The answer to this was painstaking and persevering
efforts of the Japanese leaders and workers and the development and growth of the philosophy
of small working groups. This resulted in the Quality Circle concept being accepted all over the
world as a very effective technique to improve the total quality of work life.
DEFINITION
Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet
together on a regular basis to identify improvements in their respective work areas using proven
techniques for analysing and solving work related problems coming in the way of achieving and
sustaining excellence leading to mutual upliftment of employees as well as the organisation. It is
"a way of capturing the creative and innovative power that lies within the work force".
PHILOSOPHY
Quality Circles is a people – building philosophy, providing self-
motivation and happiness in improving environment without any
compulsion or monetary benefits. It represents a philosophy of
managing people specially those at the grass root level as well as a
clearly defined mechanism and methodology for translating this
philosophy into practice and a required structure to make it a way of
life. It is bound to succeed where people are respected and are
involved in decisions, concerning their work life, and in environments
where peoples’ capabilities are looked upon as assets to solve work-
area problems.
The Quality Circle philosophy calls for a progressive attitude on the part of the management and
their willingness to make adjustments, if necessary, in their style and culture.
If workers are prepared to contribute their ideas, the management must be willing to create a
congenial environment to encourage them to do so.
CONCEPT
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:
OBJECTIVE
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From "I don’t care" to "I do care"
Continuous improvement in quality of work life through humanisation of work.
b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills.
PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps as under:
1 Tables
2 Bar Charts
3 Histograms
4 Circle graphs
5 Line graphs
6 Scattergrams
7 Control Charts
The Quality Circles also are expected to develop internal leadership, reinforce worker morale and
motivation, and encourage a strong sense of teamwork in an organisation.
A variety of benefits have been attributed to Quality Circles, including higher quality, improved
productivity, greater upward flow of information, broader improved worker attitudes, job
enrichment, and greater teamwork.
Problem quality circles often suffer from unrealistic expectations for fast results, lock of
management commitment and support, resistance by middle management, resentment by non
participants, inadequate training, lack of clear objectives and failure to get solutions implemented.
BENEFITS AND LIMITATIONS OF QUALITY CIRCLES
It took more than two decades for the quality control concept to get acceptance in India, after its
introduction in Japan. This may be due to the differences in the industrial context in the two
countries. Japan needed it for its survival in a competitive market. India had a reasonably
protected, sellers market, with consequent lethargy towards efforts to improve quality and
productivity. However, with the policy of liberalisation of economy and privatisation of
infrastructure development, contexts changed. The concept now needs to be looked upon as a
necessity.
APPLICABILITY IN GOVERNMENT ORGANISATIONS
The Public Works Department of Government of Maharashtra is responsible for the construction
and maintenance of about 2.00 lakhs km. of road net work in the state and a large number of
Government-owned buildings spread all over the state. The road net work caters for national level
traffic to the rural area traffic. The climatic and geographical features also vary from place to
place in the state. The ultimate customer of the Department is the common man and it is not
generally easy to satisfy the ultimate needs of this user to the fullest extent merely by taking
decision at the top management level. The sub-ordinate officers and staff working in the field and
who are well-acquainted with the day-to –day problems in their work areas, are the best judges to
decide upon the line of action. The top management in Maharashtra P.W.D. realized this need of
the time and introduced the concept of Quality Circle as employee participation method in the
organisation. The concept of Quality Circle was launched in the Public Works Department of
Govt. of Maharashtra on 18-11-1997. In a span of about a year 17 Quality Circles have been
formed in Mumbai Region wherein 22 problems have been solved so far. 48 Quality Circles have
been formed in Pune Region wherein, 8 problems have been solved. Nashik Region of the
P.W.D. has formed 9 Quality Circles and solutions to 3 problems have been found out .
Aurangabad Region has formed 21 Quality Circles and solved 7 problems. Nagpur Regions have
formed 47 Quality Circles and have found out solution to 57 problems, so far.
The results of a short period of one year are found to be very encouraging so far and many of
these Circles have already come up with solutions to the various work related problems as
evidenced from the last two state level conventions held at Mumbai and Aurangabad respectively.
The presentations by the various Quality Circles at these conventions bear testimony to the fact
that the concept of Quality Circle has been received with much enthusiasm at the grass root level.
These presentations also provide concrete evidence fulfilling the expected benefits of the Quality
Circle . Taking inspirations from these conventions, more staff of the Department have come
forward to form Quality Circles , emphasising the fact that Quality Circles have come to stay in
the Department.
Some of the problems solved by the Quality Circles in P.W.D. of Maharashtra are as follows:
Some of the problems and the solutions thereof are explained briefly below:
The Public Works Department of Maharashtra is divided into six regions each headed by a Chief
Engineer. Each regional Chief Engineer is assisted by a Superintending Engineer, Vigilance &
Quality Circle who with the help of two Executive Engineer and about 6 Deputy Engineers carries
out inspection of the ongoing projects. The samples of the construction material being used on
project are collected and independently tested in the Regional Testing Laboratories to ascertain
the level of acceptance. The findings of the inspections are communicated to the field engineers
in the form of ‘observation memo’. It is contemplated that the Execution Engineer in charge of the
project ensures immediate compliance of the remarks raised in the observation memo and carries
out corrective measures in the ongoing project as well as preventive measures for the future
works.
However, very often the observation memos are issued after much delay defeating the very
purpose of the observation memo. This problem was identified by the ‘OMKAR’ Quality Circle
formed in the office of Superintending Engineer, Vigilance & Quality Control Circle, Navi Mumbai.
The members used various tools and methodology, identified the various root causes that led to
this problem and finally solved the problem with requisite foolproofing.
By solving this problem, it became possible to improve the quality of work in the field which
ultimately brightened the image of the Department. The formation of Quality Circle also benefited
employees by providing.
a) A systematic style of education that helped them grow.
b) Freedom to modify their work habits.
c) Opportunity to use their brain for development of the Department; and
d) Opportunity to work as a team.
e) The employees were also motivated to improve work culture, self improvement recognition and
creativity in work.