Quality Circle

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:

1. Quality Circle is a form of participation management.
2. Quality Circle is a human resource development technique.
3. 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 Organisational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.

Organisational Structure:

The structure of a Quality Circle consists of the following elements.

1. A steering committee: This is at the top of the structure. It is headed by a senior executive and includes representatives from the top management personnel and human resources development people. It establishes policy, plans and directs the program and meets usually once in a month.
2. Co-ordinator: He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme.
3. Facilitator: He may be a senior supervisory officer. He co-ordiates the works of several quality circles through the Circle leaders.
4. Circle leader: Leaders may be from lowest level workers or Supervisors. A Circle leader organises and conducts Circle activities.
5. Circle members :They may be staff workers. Without circle members the programme cannot exist. They are the lifeblood of quality circles. They should attend all meetings as far as possible, offer suggestions and ideas, participate actively in group process, take training seriously with a receptive attitude.The roles of Steering Committee, Co-0rdinator, Facilitator, Circle leader and Circle members are well defined.

Process of operation:

The operation of quality circles involves a set of sequential steps as under:

1 Problem identification: Identify a number of problems.

2 Problem selection : Decide the priority and select the problem to be taken up first.

3 Problem Analysis : Problem is clarified and analysed by basic problem solving methods.

4 Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions.

5 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.

6 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.

7 Present solution to management circle members present solution to management fore approval.

8. Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale.