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Introduction to the concepts of
Quality Circles
164_TP.PPT/1
E-1/L0306-ISSUE1 SKR

Workforce in the organization who play an important role, in the
transformation of the organization, has to be associated closely
with the organization.
Participative methods in the workplace are one way to improve
both the work environment for employees and productivity &
quality for the organization.
The simple way to do this, is implementation of
“Quality Circle concepts in the organization”
The Need

Quality Circle
• This concept originated from Japan during 1960s.
• Dr. K. Ishikawa is the father of this concept.
• This concept is based on the assumption that:
- Employees are the expert in their work areas.
- The people who carry out the job every day are
qualified to identify areas for continuous improvements.

Who can implement this concept
• Any organization offering any type of goods or services.
• Besides manufacturing organisation,
- Banks.
- Offices.
- Software companies.
- Laboratories.
can also apply this concept successfully.

Philosophy
Quality circle is:
• people building
providing self-motivation, happiness in improving
environment without momentary benefits.
• a progressive attitude
on the part of management, their willingness to make
adjustments in their style and culture.
Contd…

Philosophy (contd…)
• Respecting people, which leads to success
which make decisions
concerning their work.
which makes capabilities
being looked as assets.
• Creating congenial work environment.

What is Quality Circle (QC) ?
Quality circle is
• A small group.
• Meets regularly.
• Identifies problem in their work area.
• Solves the problem.
• Makes continuous improvement.

Small Group
This small group carries on continuously as a part of company-
wide quality activities for :
• Self- development and mutual development,
• Control and improvement within the work areas,
• Utilization of quality control techniques with all the members
participating.

Quality Circle is VOLUNTARY
• Forms voluntarily.
• Meets voluntarily.
• Identifies problems voluntarily.
• Selects problems voluntarily.
• Analyse problem voluntarily.
• Resolves problems voluntarily.
All activities are done voluntarily.

Why Quality Circles ?
• To achieve continuous improvement and development of/in
the organization.
• To respect humanity and build a learning workshop
(organization) which is meaningful to work in.
• To catalyze attitudinal changes.
• To Reduce defects/ pitfalls/ problems and to improve
quality.

Objectives
• To create job satisfaction.
• To improve capabilities of individuals by self development.
• To inculcate a feelings of team work and team building.
• To Improve management - employee relationship.
• To encourage the employees for participative cost
reduction.

Quality circle is not
• Suggestion scheme.
• Quality control.
• Task force or a committee.
• Solution for personal problems.
• Demand Scheme.
• Solution to all problems.
• For monetary benefit.
• A short term project.

Journey of a Quality circle
Implementation and standardization
of the changes.
Making a presentation to the top
management and get concurrence.
Checking results.
Trial of countermeasure.
Foreseeing the probable resistance.
Determination of the root causes of the problem.
Determination of target.
Collection of data on selected problem and Analysis.
Preparation of Activity Plan.
Registration of QC with the coordinator.
Identification and selection of problem.
Circle formation (Team selection).

Structure of Quality Circle
Organization structure consisting of Top management, steering
committee, leaders and members.
Top Management (Corporate coordinator)
QC
Leader
Members
Department level
Steering committee

Introduction of QC
concept in the organization
• Conduct conceptual training programmes to Top management.
• Select Managers/ Leaders/ Coordinators from all departments
• Conduct special/ detailed training programmes.
• Conduct a preliminary survey in the organization about the QC
concept.
• Discuss the findings with the top management and make
strategy accordingly.
• Conduct awareness programme to all employees on QC concept.
• Start the first QC at the managerial level to set a precedent.

How QC works?
• Cannot be large
- no time to participate,
- may make the QC ineffective.
• Always try to form a QC with persons within a shift.
• QC is preliminary for the improvement of the employees
but this is done by bringing improvement to the workplace
also. Conduct meeting during working hours.
If not possible meet after working hours, after all, it is voluntary.

How QC works?
• Members are engaged in the activity when they are
working – QC activities do not exist outside of ordinary work.
• Operators are involved - It is not a monopoly of supervisors
or leaders.
• Participation by all – it is not for a limited number of people,
capable people, vociferous people, prominent stars, but for
everyone to participate voluntarily.
• To find pleasure and meaning of life in one’s work.
• With a spirit of give-and-take, quality circle can help each
other.
• To think and use one’s wisdom in one’s work.

The role of workers in Quality Circle
• Study the quality circle activities.
• Get in touch with other quality circle outside one’s own company
and bring this experience back to the circle as a subject of
discussion.
• Find a specific theme to work on and start analyzing a problem.
• Discuss among the circle members how they will carry out their
circle activities.
• Study and apply the various techniques.
• Report one’s experience to sub-ordinates in the form of case
study and discuss it with them.

The Role of Leader in Quality Circle
• To integrate the circle.
• To orient and direct circle activities.
• To facilitate cooperation among the members by getting everyone
involved, speaking out and sharing responsibility.
• To create favourable human relationship.
• To train the members on the application of engineering and QC
techniques.
• To adjust relationships with other circles and other levels and
functions of the organization.

Four elements of group activities
QC is characterized by the following 4 elements:
• Members work closely together and run group activities on
their own initiative.
• Members interact sufficiently to influence each other.
• Members know each other well. They can talk openly
without trying to guard one’s own position.
• Members gather to share common objectives.

An ideal group activity requires the
following 3 points attitude:
• Individuals are respected. Members participate in the
group activities on equal terms.
• Initiative and independence of each member is respected.
• Information is shared by all the members for maximum
benefit.

How to ensure longevity
• To be problem-conscious.
• To enhance people’s awareness in 3 areas – Quality, problem,
improvement.
• To understand why the activities should be carried out voluntarily.
• To find pleasure in the QC activities.
• To give training.
• To secure management involvement.
• To run QC effectively.
• To organize a system to promote QC activities.

QC uses the following
simple problem solving tools
• Brain Storming.
• Graphs.
• Flow diagram.
• Pareto analysis.
• Cause and effect diagram.

Problems affecting QC implementation
• Sudden/ by force formation of circles.
• QC members/ leaders transfer.
• Lack of periodical refreshment training on QC.
• Resistance from trade unions.
• Delay or non-implementation of circle recommendations.
• Improper recording system during circle meetings,
presentation and activities.
• Theme taken is very tough.
Contd…

Problem affecting QC implementation
(contd…)
• Members in QC belong to different shifts.
• Lack of interest among departmental leaders/ facilitators.
• Circle leaders are not allowing other members to participate
equally.
• Lack of knowledge on concept and activities of QC for all
levels of management and workers.
• Giving less priority for QC activities than Production
activities.
Contd…

Problem affecting QC implementation
(contd…)
• Top management thinking that QC activities are
responsibility of middle management and workers only.
• Fear and misunderstanding among Middle/ Junior
management, thinking that if QC members could solve
problems, they will be neglected by top management.
• Expecting short term/ immediate success of QC.

How to maintain the concept of QC
Workshop on QC with the objective of
• proper understanding of the concept and philosophy.
• To prepare the concerned for playing their roles effectively
for the successful functioning of QC.
• Proper understanding and application of simple statistical
Quality control tools and techniques.
Contd…

How to maintain the concept of QC (contd…)
Training
• Exposure for
- Top management
- Senior management executives
• Orientation training for
- Facilitators as teacher, guide, catalyst, coordinator,
guard against pitfalls.

Motivation
• Launching & inauguration of each circle through a form of function in a
traditional way.
• Presentation by circles before Top management.
• Presentation by circles in sister concerns, ancillaries, outside seminars
etc.
• Wearing badges, issuing certificates for members & leaders of circles to
give separate identity.
• Annual get-together of members with Top management.
• Publishing QC activities in in-house journals.
• Continuous encouragement by facilitators.
• Providing snacks and tea during circle meetings.
How to maintain the concept of QC (contd…)

A system of Function to Invigorate
and Perpetuate Quality Circle
Awareness
• Problem-consciousness of management and staff.
• Quality-consciousness of a Quality Circle.
• Problem-consciousness of a Quality Circle.
• Improvement-consciousness of a Quality Circle.
• Quality Circle’s understanding of the importance of
voluntary action.

and Perpetuate Quality Circle (contd…)
Education and training
• Self-development within a circle.
• Training provided by management and staff.
- Collective training.
- practical training through problem-solving.
• Quality Circle concept is taught.

Interest of supervisors (the role of management)
• Interest and understanding of top management.
- to create an environment,
- to formulate policies concerning Quality Circles,
- to praise and encourage Quality Circles.
• Interest and understanding of supervisors and staff
- leadership, dissemination, advertising,
- to find effective ways of promotion.

Effective management of Quality Circles
• To convert people to belief in Quality Circles.
• To understand the essence and objectives of Quality Circles
To find effective ways of holding Quality Circles meeting
- outside the company,
- inside the company, in the workshop.
Contd…

• To hold Quality Circles leaders meeting to study effective
ways of managing Quality Circles.
- guidance of management and staff,
- voluntarily organise and manage leaders meeting.
• Guidance and support of supervisors and staff.
• Organization for promotion
- coordination with management and staff.
- organization of sub-Circles or mini-Circles.

• Measures to prevent mannerism
- Staff and supervisors.
- Quality Circle members.
• Commendation and reward
- Company.
- Quality Circle headquarters.
• The role of Quality Circle headquarters
- Advertisement of Quality Circles.
- To set a guideline of Quality Circle activities.
- To organize national conferences.

Delay in issue of observation memos:
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 fool proofing.
Contd…

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.

Preventing accidents on highways:
It was observed that the accident rate on Sion-Panvel Highway passing
through New Mumbai had gone up sharply. The Circle members
collected the data from the respective police stations and identified the
important causes of accidents by using Pareto Analysis. They
segregated the causes under Man, Machine, Material & Method . The
Circle members found out solutions to the problem such as closing of
central verge at all locations except junction, frequent lane marking,
installation of Caution boards, Providing lay-byes for buses etc. The
data collection of accidents for a period three months after
implementation of solutions near Shirvane and Turbhe revealed that
the cause of accident had been eliminated and no more accidents
occurred at those locations had been eliminated and no more
accidents accoured at those locations again. This way the Circle
members ensured the effectiveness of the solution implemented. They
made presentation to their steering committee for obtaining sanction to
other solutions involving more funds.

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