SlideShare ist ein Scribd-Unternehmen logo
1 von 16
Downloaden Sie, um offline zu lesen
Quality Circle-
A way to Quality Improvement
INTRODUCTION
• Quality circles were originally associated with Japanese management and
manufacturing techniques. The introduction of quality circles in Japan in the
postwar years was inspired by the lectures of W. Edwards Deming (1900-
1993), a statistician for the U.S. government.
• 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.
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.
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:
– Quality Circle is a form of participation management.
– Quality Circle is a human resource development technique.
– Quality Circle is a problem solving technique.
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.
c) Development of Team Spirit
Individual Vs Team – "I could not do but we did it"
Eliminate inter departmental conflicts.
d) Improved Organizational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.
TRAINING
• Appropriate training for different sections of employees needs to
be imparted. Without a proper understanding of the real concept of
Quality Circles, both the workers and management might look at this
philosophy with suspicion. Each group should know beforehand the
commitments and implications involved as well as the benefit that
can be obtained from Quality Circles. Such training comprises of :
Brief orientation programme for top management.
Programme for middle level executives.
Training of facilitators.
Training for Circle leaders and members.
LAUNCHING QUALITY CIRCLES
The major prerequisite for initiating Quality Circles in any
organisation is the total understanding of, as well as complete
conviction and faith in the participative philosophy, on the part of the
top and senior management. The launching of Quality Circles
involves the following steps:
o Expose middle level executives to the concept
o Explain the concept to the employees and invite them to volunteer
as members of Quality Circles.
o Nominate senior officers as facilitators
o Form a steering committee.
o Arrange training of co-ordinators, facilitators in basics of
Quality Circle approach, implementation, techniques and
operation. Later facilitator may provide training to Circle
leaders and Circle members.
o A meeting should be fixed preferably one hour a week for the
Quality Circle to meet.
o Formally inaugurate the Quality Circle.
o Arrange the necessary facilities for the Quality Circle meeting
and its operation.
PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps as
under:
Problem identification: Identify a number of problems.
Problem selection : Decide the priority and select the problem to be
taken up first.
Problem Analysis : Problem is clarified and analysed by basic
problem solving methods.
Generate alternative solutions : Identify and evaluate causes and
generate number of possible alternative solutions.
Select the most appropriate solution : Discuss and evaluate the
alternative solutions by comparison in terms of investment and
return from the investment. This enables to select the most
appropriate solution.
Prepare plan of action : Prepare plan of action for converting the
solution into reality which includes the considerations "who, what,
when, where, why and how" of solving problems.
Present solution to management circle members present solution
to management fore approval.
Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful,
implemented on a full scale.
Select the most appropriate solution : Discuss and evaluate the
alternative solutions by comparison in terms of investment and
return from the investment. This enables to select the most
appropriate solution.
Prepare plan of action : Prepare plan of action for converting the
solution into reality which includes the considerations "who, what,
when, where, why and how" of solving problems.
Present solution to management circle members present solution
to management fore approval.
Implementation of solution : The management evaluates the
recommended solution. Then it is tested and if successful,
implemented on a full scale.
BENEFITS AND LIMITATIONS OF
QUALITY CIRCLES
Advantages of quality circles
• Increase Productivity
• Improve Quality
• Boost Employee Morale
Disadvantages/problems with QC
• Inadequate Training
• Unsure of Purpose
• Not truly Voluntary
• Lack of Management Interest
• Quality Circles are not really empowered to make decisions.
CONCLUSION
• Quality Circles are not limited to manufacturing firms only.
• They are applicable for variety of organisations where there is scope
for group based solution of work related problems.
Quality Circles are relevant for factories, firms, schools, hospitals,
universities, research institutes, banks, government offices etc.
Thank You!!

Weitere ähnliche Inhalte

Was ist angesagt?

Organizational Transformation Paving the Way for Tomorrow
OrganizationalTransformationPaving the Way for TomorrowOrganizationalTransformationPaving the Way for Tomorrow
Organizational Transformation Paving the Way for Tomorrowpepper3126
 
Strategic Planning and Total QualityImplementation
Strategic Planning and Total QualityImplementationStrategic Planning and Total QualityImplementation
Strategic Planning and Total QualityImplementationNovelyn Grace Silvestre
 
Learning and Development Strategy and Execution
Learning and Development Strategy and ExecutionLearning and Development Strategy and Execution
Learning and Development Strategy and ExecutionSahil Sharma
 
Business Training Strategies
Business Training StrategiesBusiness Training Strategies
Business Training StrategiesRyan Gunhold
 
Implementing Performance Excellence
Implementing Performance ExcellenceImplementing Performance Excellence
Implementing Performance ExcellenceQuality_Leader
 
Building and sustaining total quality organizations
Building and sustaining total quality organizationsBuilding and sustaining total quality organizations
Building and sustaining total quality organizationsLizzette Danan
 
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...
Slide share   The Ultimate Call Centre Diagnostic Assessment Survey based upo...Slide share   The Ultimate Call Centre Diagnostic Assessment Survey based upo...
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...Dr. Ted Marra
 
How to Create a Competency-Based Training Program | Webinar 01.20.15
How to Create a Competency-Based Training Program | Webinar 01.20.15How to Create a Competency-Based Training Program | Webinar 01.20.15
How to Create a Competency-Based Training Program | Webinar 01.20.15BizLibrary
 
Leadership for quality
Leadership for qualityLeadership for quality
Leadership for qualityGeoffreyB
 
Training and Development Strategies
Training and Development StrategiesTraining and Development Strategies
Training and Development StrategiesSini Rajan
 
Conceptual framework for performance management strategies (2)
Conceptual framework for performance management strategies (2)Conceptual framework for performance management strategies (2)
Conceptual framework for performance management strategies (2)Mitchell Jaques
 
How to develop a training strategy
How to develop a training strategyHow to develop a training strategy
How to develop a training strategyDonato Nguyen
 
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESS
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESSTHE STRATEGIC TRAINING AND DEVELOPMENT PROCESS
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESSRenjoie Soriano
 

Was ist angesagt? (20)

Organizational Transformation Paving the Way for Tomorrow
OrganizationalTransformationPaving the Way for TomorrowOrganizationalTransformationPaving the Way for Tomorrow
Organizational Transformation Paving the Way for Tomorrow
 
Strategic Planning and Total QualityImplementation
Strategic Planning and Total QualityImplementationStrategic Planning and Total QualityImplementation
Strategic Planning and Total QualityImplementation
 
Coaching caselet
Coaching caseletCoaching caselet
Coaching caselet
 
Training Strategy Ppt
Training Strategy PptTraining Strategy Ppt
Training Strategy Ppt
 
Learning and Development Strategy and Execution
Learning and Development Strategy and ExecutionLearning and Development Strategy and Execution
Learning and Development Strategy and Execution
 
Leadership and tqm
Leadership and tqmLeadership and tqm
Leadership and tqm
 
Business Training Strategies
Business Training StrategiesBusiness Training Strategies
Business Training Strategies
 
Implementing Performance Excellence
Implementing Performance ExcellenceImplementing Performance Excellence
Implementing Performance Excellence
 
strategic training and devolpment
strategic training and devolpment strategic training and devolpment
strategic training and devolpment
 
Building and sustaining total quality organizations
Building and sustaining total quality organizationsBuilding and sustaining total quality organizations
Building and sustaining total quality organizations
 
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...
Slide share   The Ultimate Call Centre Diagnostic Assessment Survey based upo...Slide share   The Ultimate Call Centre Diagnostic Assessment Survey based upo...
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...
 
Training Strategy ppt
Training Strategy pptTraining Strategy ppt
Training Strategy ppt
 
How to Create a Competency-Based Training Program | Webinar 01.20.15
How to Create a Competency-Based Training Program | Webinar 01.20.15How to Create a Competency-Based Training Program | Webinar 01.20.15
How to Create a Competency-Based Training Program | Webinar 01.20.15
 
Training Strategies to Grow Organizations
Training Strategies to Grow OrganizationsTraining Strategies to Grow Organizations
Training Strategies to Grow Organizations
 
Leadership for quality
Leadership for qualityLeadership for quality
Leadership for quality
 
Tqm chapter 4
Tqm chapter 4Tqm chapter 4
Tqm chapter 4
 
Training and Development Strategies
Training and Development StrategiesTraining and Development Strategies
Training and Development Strategies
 
Conceptual framework for performance management strategies (2)
Conceptual framework for performance management strategies (2)Conceptual framework for performance management strategies (2)
Conceptual framework for performance management strategies (2)
 
How to develop a training strategy
How to develop a training strategyHow to develop a training strategy
How to develop a training strategy
 
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESS
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESSTHE STRATEGIC TRAINING AND DEVELOPMENT PROCESS
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESS
 

Ähnlich wie Qualitycircle tqm

Ähnlich wie Qualitycircle tqm (20)

Quality circle
Quality circle Quality circle
Quality circle
 
Basic concept of q c
Basic concept of q cBasic concept of q c
Basic concept of q c
 
Basic concept of qc
Basic concept of qcBasic concept of qc
Basic concept of qc
 
The Compiled Presentation,QC
The Compiled Presentation,QCThe Compiled Presentation,QC
The Compiled Presentation,QC
 
Qcc
QccQcc
Qcc
 
Quality circles-ppt
Quality circles-pptQuality circles-ppt
Quality circles-ppt
 
QUALITY-CIRCLES-ppt.pptx
QUALITY-CIRCLES-ppt.pptxQUALITY-CIRCLES-ppt.pptx
QUALITY-CIRCLES-ppt.pptx
 
Kaizen final ppt
Kaizen final pptKaizen final ppt
Kaizen final ppt
 
Kaizenfinal
KaizenfinalKaizenfinal
Kaizenfinal
 
Human resource development and Quality Circle
Human resource development and Quality CircleHuman resource development and Quality Circle
Human resource development and Quality Circle
 
Qualitycircle
QualitycircleQualitycircle
Qualitycircle
 
Quality circles
Quality circlesQuality circles
Quality circles
 
Quality circle 2
Quality circle 2Quality circle 2
Quality circle 2
 
Quality circle
Quality circleQuality circle
Quality circle
 
Quality c ircles
Quality c irclesQuality c ircles
Quality c ircles
 
Quality Circle .pptx subject is total quality management in mechanical engine...
Quality Circle .pptx subject is total quality management in mechanical engine...Quality Circle .pptx subject is total quality management in mechanical engine...
Quality Circle .pptx subject is total quality management in mechanical engine...
 
Qwl & qc l 14
Qwl & qc l 14Qwl & qc l 14
Qwl & qc l 14
 
Participative quality management
Participative quality managementParticipative quality management
Participative quality management
 
Quality circle
Quality circleQuality circle
Quality circle
 
Quality circles
Quality circlesQuality circles
Quality circles
 

Kürzlich hochgeladen

Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 

Kürzlich hochgeladen (20)

Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 

Qualitycircle tqm

  • 1. Quality Circle- A way to Quality Improvement
  • 2. INTRODUCTION • Quality circles were originally associated with Japanese management and manufacturing techniques. The introduction of quality circles in Japan in the postwar years was inspired by the lectures of W. Edwards Deming (1900- 1993), a statistician for the U.S. government. • 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.
  • 3. 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".
  • 4. 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.
  • 5. 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: – Quality Circle is a form of participation management. – Quality Circle is a human resource development technique. – Quality Circle is a problem solving technique.
  • 6. 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.
  • 7. c) Development of Team Spirit Individual Vs Team – "I could not do but we did it" Eliminate inter departmental conflicts. d) Improved Organizational Culture Positive working environment. Total involvement of people at all levels. Higher motivational level. Participate Management process.
  • 8. TRAINING • Appropriate training for different sections of employees needs to be imparted. Without a proper understanding of the real concept of Quality Circles, both the workers and management might look at this philosophy with suspicion. Each group should know beforehand the commitments and implications involved as well as the benefit that can be obtained from Quality Circles. Such training comprises of : Brief orientation programme for top management. Programme for middle level executives. Training of facilitators. Training for Circle leaders and members.
  • 9. LAUNCHING QUALITY CIRCLES The major prerequisite for initiating Quality Circles in any organisation is the total understanding of, as well as complete conviction and faith in the participative philosophy, on the part of the top and senior management. The launching of Quality Circles involves the following steps: o Expose middle level executives to the concept o Explain the concept to the employees and invite them to volunteer as members of Quality Circles. o Nominate senior officers as facilitators
  • 10. o Form a steering committee. o Arrange training of co-ordinators, facilitators in basics of Quality Circle approach, implementation, techniques and operation. Later facilitator may provide training to Circle leaders and Circle members. o A meeting should be fixed preferably one hour a week for the Quality Circle to meet. o Formally inaugurate the Quality Circle. o Arrange the necessary facilities for the Quality Circle meeting and its operation.
  • 11. PROCESS OF OPERATION The operation of quality circles involves a set of sequential steps as under: Problem identification: Identify a number of problems. Problem selection : Decide the priority and select the problem to be taken up first. Problem Analysis : Problem is clarified and analysed by basic problem solving methods. Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions.
  • 12. Select the most appropriate solution : Discuss and evaluate the alternative solutions by comparison in terms of investment and return from the investment. This enables to select the most appropriate solution. Prepare plan of action : Prepare plan of action for converting the solution into reality which includes the considerations "who, what, when, where, why and how" of solving problems. Present solution to management circle members present solution to management fore approval. Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale.
  • 13. Select the most appropriate solution : Discuss and evaluate the alternative solutions by comparison in terms of investment and return from the investment. This enables to select the most appropriate solution. Prepare plan of action : Prepare plan of action for converting the solution into reality which includes the considerations "who, what, when, where, why and how" of solving problems. Present solution to management circle members present solution to management fore approval. Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale.
  • 14. BENEFITS AND LIMITATIONS OF QUALITY CIRCLES Advantages of quality circles • Increase Productivity • Improve Quality • Boost Employee Morale Disadvantages/problems with QC • Inadequate Training • Unsure of Purpose • Not truly Voluntary • Lack of Management Interest • Quality Circles are not really empowered to make decisions.
  • 15. CONCLUSION • Quality Circles are not limited to manufacturing firms only. • They are applicable for variety of organisations where there is scope for group based solution of work related problems. Quality Circles are relevant for factories, firms, schools, hospitals, universities, research institutes, banks, government offices etc.