Quality Circle is a small group of

employees doing similar or related work

who meet
regularly to identify,
analyze, and solve
product-quality
and production problems and to
improve general operations. The circle is
a relatively autonomous unit usually led
by a supervisor or a senior worker and
organized as a work unit."
-Joel E. Ross and William C. Ross

Quality
Cirle
Efforts by:Pooja-101193
Richa-101094
Ruchi-101031
Akanksha-101229
Rubi-101070
Surleen-101196
Vishakha-101067
Rupal-101238

Ac k n o w l e d g e m e n t
I would like to express my gratitude towards my Prof.Hartaj Singh (reader, Department
of Commerce), for his kind co-operation and encouragement which help me in
completion of this project.

I would like to express my special gratitude and thanks to faculty members for giving me
such attention and time.

My thanks and appreciations also go to my team members in developing the project

who have willingly helped me out with their abilities.

-Pooja Jain

Index

S.no.
1
2
3
4
5
6
7
8
9

Topic
Concept of Quality Circle
History of Quality Circle
Advantages and disadvantages of Quality Circle
Dimensions of Quality Circle
Research on Quality Circle
Implementation of Quality Circle in Indian co.
Techniques related to Quality Circle
Growth prospect of Quality Circle
Bibliography

Quality Circle-A way to Quality Improvement

People are the greatest assets of an organisation, because, through people all other
resources are converted into utilities. However, management of People Resources has
always been a vexed problem ever since the beginning of organised human activities. A
number of managerial responses have been developed to answer this question.
Participate methods in the workplace are one way to improve both the work
environment for employees and productivity and quality for the company.
The traditional job design of scientific management focuses mostly on division of labor,
hierarchy, close supervision and the one best way of doing work. This, no doubt, has
brought several benefits to society but its disadvantage has been its high human cost.
The highly specialized jobs have made workers socially isolated from their fellow
workers, weakened their community of interest in the whole product and deskilled them
to such an extent that workers have lost pride in their work. The system of hierarchy has
made workers totally dependent upon their superiors. It is always the superior and not
his subordinates who initiates actions and controls the working environment. Close
supervision further accentuates workers dependence on their superiors. The result is
high turnover and absenteeism. Quality declines and workers become alienated.
Workers are becoming more and more educated; skilled, affluent and unionized the
above dysfunctional consequences of work are becoming less and less acceptable. It is
no longer possible to design jobs solely according to the needs of technology
completely overlooking the needs of workers. The jobs need to be excellent both from
the point of view of technology and human needs. The traditional job design needs to be
replaced by enriched job design. This demand for redesigning of jobs has come to be
known as quality of work life. It enjoins management to treat workers as human
resources that are to be developed rather than simply used.
The scope of QWL movement which originally included only job redesign efforts based
on the socio-technical systems approach has gradually widened very much so as the
include a wide variety of interventions such as quality circles, suggestion schemes,
employee participation, empowerment, autonomous work teams etc.

Other Names of Quality Circles

o
o
o
o
o

Small Groups
Action Circles
Excellence Circles
Human Resources Circles
Productivity Circle

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
Participative management technique within the framework of a companywide quality
system in which small teams of (usually 6 to 12) employees voluntarily form to define
and solve a quality or performance related problem. In Japan (where this practice
originated) quality circles are an integral part of enterprise management and are called
quality control circles. It is "a way of capturing the creative and innovative power that
lies within the work force".
GENESIS OF QUALITY CIRCLES
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.

PHILOSOPHY
Quality Circle 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:
a. Quality Circle is a form of participation management.
b. Quality Circle is a human resource development technique.
c. Quality Circle is a problem solving technique.

OBJECTIVE
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From "I dont 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
A Quality Circle has an appropriate organisational structure for its effective and efficient
performance. It varies from industry to industry, organisation to organisation. But it is
useful to have a basic framework as a model. The structure of a Quality Circle consists
of the following elements.

i.

ii.

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.
Co-ordinators: He may be a Personnel or Administrative officer who coordinates and supervises the work of the facilitators and administers the
programme.

iii.

Facilitator: He may be a senior supervisory officer. His co-ordiates the

works of several quality circles through the Circle leaders.

iv.

Circle leader: Leaders may be from lowest level workers or Supervisors. A

Circle leader organises and conducts Circle activities.

v.

Circle members: They may be staff workers. Without circle members the
porgramme 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, and take training seriously with a
receptive attitude. The role of Steering Committee, Co-0rdinator,
Facilitator, Circle leader and Circle members are well defined.
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. In the absence of a
commitment from the Chief Executive to support the Quality Circle movement totally, it
would be inadvisable to seriously attempt the starting of Quality Circles. The launching
of Quality Circles involves the following steps:
Expose middle level executives to the concept.
Explain the concept to the employees and invite them to volunteer as members of
Quality Circles.
Nominate senior officers as facilitators.
Form a steering committee.
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.
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 and its operation.
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.
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 for
approval.
8. Implementation of solution: The management evaluates the recommended solution.
Then it is tested and if successful, implemented on a full scale.
BASIC PROBLEM SOLVING TECHNIQUES
The following techniques are most commonly used to analyse and solve work related
problems.
1 Brain storming
2 Pareto Diagrams
3 Cause & Effect Analysis
4 Data Collection
5 Data Analysis
The tools used for data analysis are:
1 Tables
2 Bar Charts

3 Histograms
4 Circle graphs
5 Line graphs
6 Scatter grams
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.
Examples Where the Concept is used
Quality circles can be used by large business and small groups. One example of a
large firm using this concept is Xerox. Xerox has an annual teamwork day and because
of a past teamwork day they were able to prevent 6500 tons of waste from going to a
landfill. Their solution at the time of seeing the problem with the about of waste they
were producing was a recycling program-which worked (Russell, 649).
United Airlines used quality circles to look at the problem of no-shows and sick leave
problems. As a result of the employees analysis of the problem sick leave was cut by
17 percent which saved United Airlines $18.2 million in the first year (Russell,
650). Quality circles have been used to help smaller group of people like Kimberly
Oshiro. Kimberly used this concept to try and find out what caused road rage among
her and her friends. From that quality circle they learned that speeding and tailgating
were causes of road rage. As a group they learned to calm themselves while driving
(Report, 3). This concept has been shown to improve work productivity, save money
and even to save lives. Xerox did a good thing by improving the world by making less
waste. United Airlines increased productivity and saved money, which in the long run
could have lowered fairs. From Kimberly her life and the life's of her friends could be
preventing road rage. Quality circles are a very powerful concept in the real world.

History of Quality Circle

A quality circle is a participatory management technique that enlists the help of
employees in solving problems related to their own jobs. In their volume Japanese
Quality Circles and Productivity, Joel E. Ross and William C. Ross define a quality circle
as "a small group of employees doing similar or related work who meet regularly to
identify, analyze, and solve product-quality and production problems and to improve
general operations. The circle is a relatively autonomous unit, usually led by a
supervisor or a senior worker and organized as a work unit." Employees who participate
in quality circles usually receive training in formal problem-solving methodssuch as
brainstorming, pareto analysis, and cause-and-effect diagramsand then is
encouraged to apply these methods to either specific or general company problems.
After completing an analysis, they often present their findings to management and then
handle implementation of approved solutions.
Quality circles are alternatives to the dehumanizing concepts of the division of the labor,
where workers or individual basis is uneconomic, but when use in group forms, it can be
devastatingly powerful and enables the enrichment of the life of the workers or
students and create harmony and high performance in the work place.
The term quality circles drives from the concepts of PDCA (Plan, Do, Check, Act) circles
developed by Dr. W .Edward Deming quality circle normally paid a share of the cost
benefits of any improvements but usually a proportion of the savings made is spent on
improvements to the work environment.

The interest of U.S. manufacturers in quality circles was sparked by dramatic

improvements in the quality and economic competitiveness of Japanese goods in the
post-World War II years. The emphasis of Japanese quality circles was on preventing
defects from occurring rather than inspecting products for defects following a
manufacturing process. Japanese quality circles also attempted to minimize the scrap
and downtime that resulted from part and product defects. In the United States, the

quality circle movement evolved to encompass the broader goals of cost reduction,
productivity improvement, employee involvement, and problem-solving activities.

HISTORY
After second world war, most of the countries in the world had to face the problem of
industrial development. Japan was worst hit and the industrial units in Japan were going
from bad to worse and it was necessary for Japan to put their shattered economy back
to the rails. To do so modern concept of quality control came to Japan after 1945, from
USA, but it was only after 1955 that this system of management of quality control was
actually implemented to the company from the bottom of the organization that could
also share in the quality control function at the workshop level. Quality circle provides
the employees at the bottom level to proceed towards the top level with opportunities to
perform effectively and solving the daily problem of the unit. It this paper, the authors
tried to study the impact of quality circle techniques through a case study dealing with
causes of the material losses related to 4-Ms (man, machine, materials, methods), in a
small production shop floor. The observed data was analyzed through Pareto diagram
and Ishikawa diagram and following results were obtained: Drastic reduction in
materials wastage, average saving per year increased and financial losses were
minimized, workers were motivated to keep and operate materials with care and
prevent wastage, and good team relationship was built among the workman and
management.
A quality circles were first established in Japan in 1962; Kaoru Ishikawa has been
credited with their creations. The movements in Japan were coordinated by the
Japanese Union of Scientist and Engineers (JUSA). The first circles were established at
the Nippon Wireless and Telegram Company But then spread to more than 35 other
companies in the first year. By 1978 it was claimed that there were more than one
million quality circles involving some ten million Japanese workers. There are now
quality circles in most East Asian countries; it was recently claimed that there were than
twenty quality circles in China.
Qualities have been implemented even in educational sectors in India, and QCFI
(Quality Circle Forum of India). However this was not successful in the United States, as
it (was not properly understood) turn out to be a fault- finding exercise although some
circles do still exist. Ref Don Dewar who together with Wayne Ryker and Jeff Beardsley
first established them in 1972 at the Lockheed Space Missile factory in California. And
there are different quality circles tools, namely; the Ishikawa or Fishbone diagram
which shows hierarchies of causes contributing to a problem the Pareto Chart-which
analyses different causes by frequency to illustrate the withdrawal cause, Process
Mapping, Data gathering tools such as check sheets and graphical tools such as
Histograms, frequency diagrams, spot chart and pie charts.

The Origin
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:
a. Quality Circle is a form of participation management.
b. Quality Circle is a human resource development technique.
c. Quality Circle is a problem solving technique.

History of quality circle in academics

The history of mankind in terms of origin of our World and Universe is but a giant step
from the pre-historic man to the 20th century. Early inventions and discoveries were
either accidents of nature or devices for survival. Added to that were natural instincts of
enquiry, experimentation and adoption so unique in homosapiens, which set them on
course to become the ruling species of the universe. 20th Century proved to be a
landmark in the history of mankind. It is marked by a rapid progress in the field of
medicine, science and technology on one hand and major wars on the other bringing
with themselves catastrophe and destruction all around.
Two atom bombs dropped on Japan during 1945, converted the thriving, industrial
empire of Japan to dust and smoke, with millions killed or maimed. Everyone thought it
would be centuries before Japan re-captures its pristine glory, but Japan rose like a
phoenix from ashes to become the leading nation of the world within a short span of
time. The power behind this miracle was fierce will, determination and commitment of
Japanese people and their quest for quality. They adopted Quality Circles, Kaizen &
TQM as ways of building attitudes to surmount problems, improve quality and to be
competitive.
Sir Edward Demings idea of Quality Circle took a firm root in Japan and became a
way of life. Now Japan boasts of 1 million QCs in various industries and business. After
this there was a quality revolution with various quality gurus like Dr. J.M. Juran, Dr.

Kauru Ishikawa, and Dr. W.A. Shewart spreading the message of quality throughout the
world. People all over the world soon realised that quality was the panacea for survival.
Quality Circles or Quality Control Circles, as they are called in Japan, is a participative
philosophy woven around quality control and problem solving techniques at the bottom
level. It exemplifies the policy of people building, respect for human beings and creates
a participative management culture. This concept enables the grass-root level
employees to play a meaningful and significant role in their organisation. The
responsibility for the attainment of Quality depends on all the departments of an
Organisation. The main purpose behind Quality Circles is to build the people and
produce quality people first before making quality products or providing quality services.
It is to make a Man.
Quality Circle philosophy, a value based concept has also been fruitfully adopted in
Schools for infusing a spirit of excellence, emotional development, humaneness,
harmony, co-operation, character building and discipline. The credit for introducing the
concept of Quality Circles (QC) in Education goes to Mr. Jagdish Gandhi. It was during
his visit to Japan in 1992 that Mr. Gandhi first became aware of Quality Control
Circles (QCC) and how Prof. Ishikawa successfully shaped them as formal groups
within factories and offices, for the purpose of improving the quality of manufactured
goods and services on a continuous basis. The resultant quality revolution firmly
established Japan as an economic superpower after the devastation caused by the
Second World War.
Mr. Gandhi thought of using Kaizen philosophy of continuous improvement and QCs in
schools to inculcate quality awareness at a tender age in children, when minds are
impressionable and the attitudes can be built. The basic aim was to Catch Them
Young.
He collected literature on Quality Circles and on his return to India; he introduced the
idea at the CMS Principals meeting. Taking inspiration from Mr. Gandhi, Dr. Vineeta
Kamran, Principal, City Montessori School, Kanpur Road, Lucknow sought the help of
Mr. P.C.Bihari and Mr. Saomi Das, the QC experts from Indian Railways to start QCs in
her school.
CMS, with a co-operative and encouraging background, provided rich soil for
experimentation. History was created when a group of five of Dr. Kamrans students
constituted Quality Circle Jai Jagat, the worlds first Quality Circle by school children,
and prepared a case study "How to Concentrate on Studies". Their path-breaking effort
won accolades at national and international levels and was proclaimed the most
"outstanding case study" at the International Convention of Quality Control Circles at
Hong Kong in 1994.
History of Quality Circle by Izumi Nonaka (attached file)

Advantages
Quality circles are also commonly known as work improvement or quality teams, but no
matter the name, their functions share similar characteristics. Generally, the quality
circle is a small group of employees who voluntarily meet at regular times to identify,
analyse and solve quality and other problems in their working environment. Quality
circles can recommend and implement improvement strategies and be a useful
reservoir for the generation of new ideas. Normally, members of a quality circle face and
share similar problems in their daily work lives and create a programme to tap human
creative energy that is capable of generating handsome rewards.
Members of the circle obtain training in the mechanics of running a meeting,
rules of quality circle participation, techniques of group problem solving, and
making management presentations.
Objectives of Quality Circle
The perception of Quality Circles today is Appropriateness for use and the tactic
implemented is to avert imperfections in services rather than verification and
elimination. Hence the attitudes of employees influence the quality. It encourages
employee participation as well as promotes teamwork. Thus it motivates people to
contribute towards organizational effectiveness through group processes.
The following could be grouped as broad intentions of a Quality Circle:
To contribute towards the improvement and development of the organization or a
department.
To overcome the barriers that may exist within the prevailing organizational
structure so as to foster an open exchange of ideas.
To develop a positive attitude and feel a sense of involvement in the decision making
processes of the services offered.
To respect humanity and to build a happy work place worthwhile to work.
To display human capabilities totally and in a long run to draw out the infinite
possibilities.
To improve the quality of products and services.
To improve competence, this is one of the goals of all organizations.
To reduce cost and redundant efforts in the long run.
With improved efficiency, the lead time on convene of information and its
subassemblies is reduced, resulting in an improvement in meeting customers
due dates.
Customer satisfaction is the fundamental goal of any library. It will ultimately be
achieved by Quality Circle and will also help to be competitive for a long time.
Change in Attitude:
From "I dont care" to "I do care"
Continuous improvement in quality of work life through humanization of work.
Self-Development
Bring out Hidden Potential of people
People get to learn additional skills.

 Development of Team Spirit

Individual Vs. Team "I could not do but we did it"
Eliminate inter departmental conflicts.
Improved Organisational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.
ADVANTAGES OF QUALITY CIRCLE
Quality circle through a process of indirect training provides workers with knowledge,
skills and attitudes which enable them to produce quality goods or services. It raises
their productivity, increases the service concept of undertakings taps the energy and
ingenuity and thus contributes to the general economic development. The Quality
Circles also are expected to develop internal leadership, reinforce worker morale and
motivation, and encourage a strong sense of teamwork in an organization.
Quality circles are applicable to a wide variety of business situations and problems.
They are based on two ideas: that employees can often make better suggestions for
improving work processes than management; and that employees are motivated by
their participation in making such improvements. Thus, implemented correctly, quality
circles can help a small business reduce costs, increase productivity, and improve
employee morale. Other potential benefits that may be realized by a business include
greater operational efficiency, reduced absenteeism, improved employee health and
safety, and an overall better working climate. In their book Production and Operations
Management, Howard J. Weiss and Mark E. Gershon called quality circles "the best
means today for meeting the goal of designing quality into a product."
There are no monetary rewards in the QCs. However, there are many other gains,
which largely benefit the individual and consecutively, b enefit the business. These are:
Self-development:
QCs assist self-development of members by improving self-confidence, attitudinal
change, and a sense of accomplishment.
Social development:
QC is a consultative and participative programme where every member cooperates with
others. This interaction assists in developing harmony.
Opportunity to attain knowledge:
QC members have a chance for attaining new knowledge by sharing opinions, thoughts,
and experience.
Potential Leader:
Every member gets a chance to build up his leadership potential, in view of the fact that
any member can become a leader.
Enhanced communication skills:

The mutual problem solving and presentation before the management assists the
members to develop their communication skills.

Job-satisfaction:
QCs promote creativity by tapping the undeveloped intellectual skills of the individual.
Individuals in addition execute activities diverse from regular work, which enhances their
self-confidence and gives them huge job satisfaction.
Healthy work environment:
QCs creates a tension-free atmosphere, which each individual likes, understands, and
co-operates with others.
Organizational benefits:
The individual benefits create a synergistic effect, leading to cost effectiveness,
reduction in waste, better quality, and higher productivity.
8 Quality aspects:
Product quality is judged according to criteria such as reliability, design, life expectancy
etc. certain quality. These standards give many advantages to customers including the
elimination of time consuming and costly quality audits leading to quicker product.
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. All these benefits are lasting in nature,
which bring about progress over a period of time.
Quality circles are supposed to bring the following benefits for the organisation:
Formation of quality circles in Japan and other countries has helped in bringing
out several innovations and changes.
Quality circles have proved to be a valuable tool for increasing productivity,
improving quality and increasing workers job satisfaction.
Encourage a team culture and team environment;
Encourage the flow of new ideas;
Improve customer relations and service delivery;
Improve levels of communication;
Improve operational efficiency; and
Create problem prevention attitudes.
It will enhance quality and create cost awareness.
Requires little or no change in organisational structure.
Is educational and work oriented?
Rewards are in the work itself.
Is flexible and adaptable to any organisation.
Implementing the concept of quality circle in affiliated.
Quality circle is one of the useful concepts that can be adopted in an educational.
Small groups bring big results train them in the operation of quality circles. The

circles would be truly voluntary and trained workers.

IT's easy to get the players, GETTINEM to play together In spite of all the
obvious advantages, team participation is one of the key areas quality, while it is
a major consideration of the circle is only a part of circle.
IMPLEMENTATION OF QUALITY CIRCLE: Case study
Over 50 percent of the general public believes that the American people are not as
productive as they should be. This view is also shared by those in the labor force as
over three-fourths say that they are not working at full potential. Findings such as these
and troubling economic trends have made the search for productivity techniques - those
that enhance efficiency and effectiveness in organizations - a national priority.
As a result, many management improvement ideas - job enrichment, participative
management, co-determination, quality of work life- -have been tried in business and
government. A surprising number of them, in particular quality circles, have survived bad
economic times, cutback management, concession bargaining - to say nothing of the
dual infamy of being Japanese and a solution to everything. As productivity problems in
the United States persist, interest in quality circle programs should continue.
Faced with limited resources, increased demands for services, and fiscal uncertainty,
state governments have been an important laboratory for productivity experiments.
Perhaps the most prominent manifestation of these activities is the unparalleled growth
of quality circles - small, voluntary, homogeneous, problem-solving employee groups.
The dramatic spread of quality circles (QCs) in and beyond Japan is telling proof of their
general appeal and practical utility; they are the premier strategy for mobilizing human
talent to enhance competitive performance.
(1)Major programs in government include more than 2,500 QCs in federal agencies,
state projects in Missouri, California, and Florida, and numerous circles in selected
counties and municipalities around the nation. In American business, over 7,000 large
and small companies use QCs to improve productivity among blue as well as white
collar employees.
(2) The quality circle "revolution", in fact, has spawned an entire movement replete with
an international association, regular conventions, local chapters, publications, and
consultants specialized in program development.
(3)Considering the rapid diffusion of quality circles and their apparent promise for the
future, it is important not to draw sweeping, premature, and perhaps erroneous
conclusions. In Japan many companies (and most government agencies) do not have
QCs, and those firms using them do not always find them to be effective. Similarly, in
the United States, while there are many self-reported success stories, there are also
instances of failure. Clearly, then, a systematic examination of the American experience
with QCs is preferable to uncritical acceptance of claims made by their advocates and
critics.

Despite the common tendency to use business as a model to improve government, the
public service may be able to lead the effort to develop greater productivity. In a service
economy, white collar workers are ripe for quality circles since they have the
responsibility and means for influencing productivity.
Not only does government's labor intensive nature make productivity a serious issue,
but also key characteristics of the Japanese management style that support QCs lifetime employment, seniority
systems, limited unions, intrinsic rather than extrinsic rewards - parallel those in
American public service. Finally, industry continues to seek scapegoats - tax
disincentives, the work ethic, government regulation, insufficient research and
development - which have relatively little to do with faltering productivity. Any discussion
of productivity improvement, then, should examine the public sector, an employer that
hires more workers than all durable goods manufacturing industries.
Accordingly, this study adds to the limited data base on QCs by exploring their use in
Florida, a state seen by many as a part of and contributor to leading social trends
First Missteps
So began a rather tenuous experiment: the formation of quality circles in which small
groups of employees and supervisors--"volunteers"--would receive basic training in
statistical quality control techniques and then, under the leadership of a trained
facilitator, meet regularly to analyze, solve and recommend solutions to quality problems
to top management.
While these early efforts were hailed as revolutionary
first-time efforts at participative management, they largely failed. Indeed, just as some
government agencies were starting up their quality circles; private companies were
abandoning the effort in droves.
Of course, there were many small successes within quality circles. Federal
organizations as diverse as the Norfolk, Va., Naval Shipyard, NASA's Lewis Space
Center and the U.S. Customs Service reported varying degrees of success in using
quality circles to improve products and services. But any comparison to the Japanese
model showed vast inadequacies.
Model Japanese companies had 75 percent or more of their workforce in quality
circles--in fact, many workers participated in several quality circles. Top managers
relentlessly pushed all of their cost, quality and performance data down to the lowest
levels of the organization for rigorous evaluation and action. Every worker and
supervisor already had extensive training in quality measurement concepts and trust
between management and employees were high. Most Japanese labor unions were
company unions that supported different kinds of employees meeting and discussing
work process changes.

DISADVANTAGES OF QUALITY CIRCLE

A quality circle is inclined sooner or later to take off from the reality. It lacks the
suggestions therefore practice proximity. Exploring quality circles in the provision of the
therapeutic recreation. This article provides a discussion of the advantages of
implementing a quality circles program in to a therapeutic recreation setting. Quality
circle, a Japanese Management concept, has received increased support in American
industry and human service organisations. It is founded on the principle of employee
involvement and concern for the improvement of the organisation.
Disadvantages of QC include:

Lack of management support

Time required to implement.

Failure to hire consultants.

Improper composition of circles.

Problems quality circles often suffer from unrealistic expectations for fast results
are lack 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.

Disadvantages of quality circles in an organization are:

The disadvantages of quality circles in an organisation have to do with management.
The Quality Circle can come up with good ideas and management will fail to implement
them. This is a bigger slap in the face than not having a quality circle in the first place. It
is doing work to improve the organisation only to see it shot down. Management sees
the quality circle as a tool to get the members of the quality circle to figure out how they
can improve their own work. The members of the quality circle as a tool see what they
need so the company can become more effective.
*People do not like change so dislike change management
*people have to meet compliance levels.
*Depends on partner/suppliers to achieve like for like efficiencies are disliked.
*nowhere to hide for people not meeting set standards.
*Poor management is highlighted very quickly.

Disadvantages of group discussion

Groups are everywhere in our society and learning more about them and how to work
better in them can enhance the quality of each person's life. Five of the most widely
used techniques: brainstorming, brainwriting, buzz sessions, quality circles, and nominal
group technique. Point out the advantages and disadvantages of each approach with a
view to reducing failures in implementing techniques as a result of lack of knowledge.
The article will be useful for anyone involved in groups.eg: managers or people wishing
to improve their skills.
Equity Method Accounting
Shoehorn corp.owns 40 percent of the stock of Amalgamated Leather Tanneries and is
debating the proper procedures to use in reporting its ownership. Shoehorn Corporation
produces high-quality leather products and purchases approximately 85% of
Amalgamated Leather's annual production. Because of the importance of having a
dependable source of supply and one which provides high quality leather of a uniform
grade, Shoehorn paid a 15 % premium over current market price to acquire its
ownership in Amalgamated leather. The price per share paid was approximately 250%
of book value per share at that date. Shoehorn signed an agreement that gives the
former owner the right to purchase back the share of Amalgamated leather anytime
during the next five years at the price paid by Shoehorn.
Several corporations corporate officers disagree on how best to account for the
Amalgamated leather shares. The following alternative means of accounting for the
investment in Amalgamated leather have been identified.
1. Adjust the carrying value of the shares to market value at the end of each period and
report the cumulative change as an unrealized adjustment to stakeholder's equity. Treat
dividends received as dividend income.
2. Carry the investment at cost and treat dividends received as dividend income.
3. Carry the investment at cost plus Shoehorn's proportionate share of the undistributed
earnings of Amalgamated leather since the date of acquisition. Treat dividends received
as dividend income.
4. Use the equity method.
Although quality circles have been successful in many organizations research literature
suggests many disadvantages associated with them also. The research literature which
is written about the advantages according to Wilson is also a speculative matter. The
criticism is made that Those who write about the success of their introduction often
have a vested interest in stressing their success rather than documenting their failure.
Stone identifies some problems as to why quality circles fail, managers feel threatened,
quality circles are forced, high turnover makes them ineffective and employees focus on
problems where they have no control. Quality circles were designed in Japan after the
World War two and then the theories were passed through to Western civilization.
Because of the differences in the way Western civilization acts in comparison to that of
a Japanese workplace problem will occur when attempting to use quality circles in the
west. Bradley and Hill support evidence of this in their research stating, Japanese

company policy emphasizes group work and collective responsibity, rather than the
Western emphasis on individual effort and reward". Based on research literature it is
clear that there are many disadvantages in relation to quality circles.
When weighing up the evidence from research literature the assessment can be made
that the disadvantages outweigh the advantages when considering quality circles.
Although quality circles are thought to give employee a high job satisfaction and
Increase their productivity and efficiency it is clear that in most cases this has a negative
impact on organisations. Research literature clearly indicates that in general quality
circles will eventually cause conflict with the objectives of management and the
organisation. Because of these facts quality circles cannot be considered an effective
tool in a majority of organisations.
Conclusion
It has been claimed that 'Quality Circles have proven to be an effective tool to get
employee participation in company efforts to improve quality, efficiency, and work
methods and to reduce cycle time, wastage and rework.' Source: The National Human
Resources Handbook (2000), ministry Manpower, Singapore page 48ISBN 9971-88771-1, page 48. According to Stone the objective of Quality circles are to "identify
problems as a group, process suggestions and examine alternatives for improving (at
relatively low cost) product and service quality." However it is speculative as to whether
quality circles are an effective tool for improving organisations. It has been claimed that
quality circles can 'improve quality, efficiency, and work methods and reduce cycle time,
wastage and rework.' (National Human Resources Handbook, 2000). This statement
has been welcomed and supported by some however there are those who disagree.

Impact of Quality Circlea Case Study

After Second World War, most of the countries in the world had to face the problem of
industrial development. Japan was worst hit and the industrial units in Japan were going
from bad to worse and it was necessary for Japan to put their shattered economy back
to the rails. To do so modern concept of quality control came to Japan after 1945, from
USA, but it was only after 1955 that this system of management of quality control was
actually implemented to the company from the bottom of the organization that could
also share in the quality control function at the workshop level. Quality circle provides
the employees at the bottom level to proceed towards the top level with opportunities to
perform effectively and solving the daily problem of the unit. It this paper, the authors
tried to study the impact of quality circle techniques through a case study dealing with
causes of the material losses related to 4-Ms (man, machine, materials, methods), in a
small production shop floor. The observed data are analysed through Pareto diagram
and Ishikawa diagram and following results were obtained : Drastic reduction in
materials wastage, average saving per year increased and financial losses were
minimized, workers were motivated to keep and operate materials with care and
prevent wastage, and good team relationship was built among the workman and
management.

INTRODUCTION
In older times, during the post-world war the Indian workshop and industries were
generally practicing older concept of system to manage the scientific techniques, as a
result of following the older concepts unwisely a barrier of mistrust, individualism and
non-involvement of different levels of manpower and management has been erected
between the important sections of the organization. For example, during the post
Second World War era Japan was worst hit by the above mentioned crisis and the
individual units in Japan were going from bad to worse and it was necessary for Japan
to put their shattered economy back to rail. For that they had to wipe out their poor
image of quality, with the help of some quality management experts from America,
namely, Dr Deming, Dr Juran. At this point Dr Ishikawa of Mushashi Institute of
Technology, Tokyo added a new dimension to this effect by involving task performer at
the grass root level to work towards the quality improvement. He motivated the
workmen to follow the quality control techniques in their shop floor by forming small
groups and sought their help in solving the daily problem coming during the production
of the job. After all the person who is actually doing the job knows the job best. This was
the basic guideline in forming the quality circle. Hence, by introducing this modern
concept of quality control in any organization employees at the grassroots level have
the opportunity to perform effectively and meshing well with the activities of other levels,
i.e., total involvement of the worker and the intellectuals and hence there was a
tremendous change in the working environment between the management, and the
workforce. Various studies have been conducted on the implementation of quality
circles in different organization and the results were very encouraging. Study conducted
by S K Dey, et al involving quality circles for a steady reduction in chemical wastage
proved to be very gainful to the industries related to the material wastage. Also study

conducted by Reddy, et al on dimensional quality control of casting gives a result of

good quality casting at minimum cost. Another study conducted by Shiva Gonde, et al
which was different from other studies in the sense that he has implemented quality
circle approach in technical education systems for solving work related problems and
found that there were major dimensional change in decisions and actions, conventional
bureaucratic approach to self-empowering employees along with the responsibilities of
managing the institutions.
Promotional prospects of employees
Maintaining a change friendly workforce is not an easy task. The success of an
organisation will depend upon their ability to tab the abilities and talents of their staff by
encouraging staff involvement in various spheres of organisation activities. Staff
participation can be used as a management tool. Quality circle is one such tool which
proposes staff involvement. A quality circle is a participatory management technique
that enlists the help of employees in solving problems related to their own jobs.
It essentially involves giving due recognition to the contribution of employees and
deriving full benefit from their experiences, so as to achieve improved work planning,
better product quality and higher employee morale, all of which leads to higher
productivity & better human relations.
The concept of Quality circle was developed for improving product quality through
greater involvement of workers in job planning. It is concerned with activities through the
employee which are prepared to share higher responsibilities more effectively and also
enables them to improve their career prospects for higher promotional avenues, thereby
helping them to lead a better quality of work life.
METHODOLOGY
Formation of Quality Circle
The following basic elements constitute the structure of the quality circle:
i) Top Management
ii) Steering committee
iii) Co-ordinators
iv) Facilitator
v) Leader
vi) Members
vii) Non-members

Figure 1 Structure of quality circle

The success of the quality circles depends solely on the attitude of the top management
and plays an important role to ensure the success of implementation of quality circles in
the organization. Steering committee called middle management consists of chief
executive heads of different divisions or a co-ordinators plays a positive role in quality
circles activities for the success of the efforts. The meetings are conveyed at least once
in one to two months interval. Co-ordinators also acts as facilitators is an individual
responsible for coordinating and directing the quality circles activities within an
organization and carries out such functions as would make the operations of quality
circles smooth, effective and self-sustainable. Facilitator also acts as a catalyst,
innovator, promoter and teacher and is nominated by the management. Leader of the
quality circles is chosen by the members among themselves and they may decide to
have a leader by rotation since the members are the basic elements of the structure of
quality circle. Members of the quality circles are the small group of people from the
same work area or doing similar type of work whereas non-members are those who are
not members of the quality circle but may be involved in the circle recommendation.

Methodical procedure in quality circles

The consultations have the character of a results seminar, ideas conference or a
problem-oriented workshop.
Procedure:

The leader explains the problem.

Working groups are formed where necessary.

The members pool ideas.

The suggestions are recorded. Basic principles are:

o

Quantity before quality

No limits to fantasy

No criticisms of others' suggestions

No assessment of the suggestions

The present ideas are read during any break

Only the group performance is valid

The suggestions are structured and summarized.

The participants in the consultation are free to make amendments and additions.

The suggestions are evaluated and weighted according to their feasibility and
practicability.

Suggested decisions are formulated and recorded jointly

The managing directors in the enterprise are informed of the results of the
consultation in the quality circle. Different solutions are suggested and argued.

Quality circles were particularly further developed in Japan and used in the enterprises
as a form of cooperation. The quality circle promotes a stronger identification with the
enterprise and increased personal responsibility for the job on the part of the
employees. Quality circles also make it possible to connect the existing informal groups
with the management to the general advantage of the enterprise. Quality circles
contribute to the qualification of employees, lead to in-house dialogue and generally
improve the working environment.
Problem Solving Techniques
Quality circle commonly use the following basic techniques to identify and to analyse
problems
i) Team work (Brainstorming)
ii) Collection of data
iii) Pareto analysis
iv) Ishikawa diagram (Fishbone diagram)
v) Cumulative line diagram
PROBLEM FORMULATION

The present study was conducted by selecting a problem concerning with the material
loss in workshop of University Polytechnic, AMU by forming a quality circle. The authors
were involved as internal observer in the operation of quality circle working in workshop.
The production involves manufacturing of crankshaft, spindle and metallic numerals in
the machine and fitting shop. The operation involves in producing the above products
comprises of various methods of manufacturing such as facing, drilling, filling, cutting,
shaping, threading etc. The operations of these quality circle as given below realize the
impact of quality circle.

PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps as under:-

How to Stitch the Problems through QC:1. The use of various techniques must be supported with accurate information and
data.
Data and information collection or insufficient data could lead to a situation where
decisions or corrective action be implemented effectively.

Data and information should be collected for the following purposes:(a) To understand the actual situation and to support or reinforce an option; and
( b) To established the relationship between the problem and its causes..
Data Compilation Method:* Data can be collected using five methods, namely:
(a) Interviews
(b) Questionnaires
(c) Observation
(d) From reports and
(e) From complaints by the public..
* The data collected should be recorded information on the date of Collection, method of
collection and the individual who collated the data. The data must be recorded in a
manner which facilitates its use that is, it must be arranged in specific categories. For
example, it should be categorized according to the four management resources
namely, man, method, material and machine.
Sampling: - A way to simplify
26. In data collection, samples are used. This involves the collection of data from a
small population of the total population involved. The sampling techniques generally
used are:(a) Random Sampling,
This process involves the random selection of the sample units. The selection can be
made by the use of a random number through table or lists of names to prevent any
bias.
(b) Systematic Sampling
This process involves the systematic selection of the sample to be used. For example,
choosing every tenth name from a list of names.
(c) Stratified Sampling
This process involves the selection of the sample according to specific categories such
as age, sex and income group, etc.
* QC members may use various techniques in the problem-solving process. The
effective techniques generally are:-

(a) Brainstorming;
(b) Cause and Effect Analysis;
(c) Check sheets;
(d) Pareto Analysis;
(a) Brainstorming
Brainstorming can be defined as the methodology used to encourage every individual in
the Circle to express freely their opinions or give ideas in an open discussion.
Brainstorming can be used to list down all the problem faced by an organization, their
causes and the potential effects if a certain suggestion is implemented.
To ensure the success of the brainstorming process, it is important for the Circle to flow
the following rules:
(i) The subject for brainstorming should be clear and accurate. For example, members
may brainstorm to identify the causes and reasons why a certain task cannot be
completed on schedule.
(ii) Each member will give only opinion/idea at each turn regardless of the number of
ideas he/she may have.
(iii) A tension-free atmosphere must be maintained to encourage free expression of
ideas.
(iv) Every idea expressed should be written on the black/white board, flip chart or noted
down by a secretary.
(v) At the end of the brainstorming session, all the ideas expressed should be
evaluated one by one and short listed.
(vi) Voting is used to list the ideas according to priority. The prioritization is based on
number of votes received for each idea.
(b) Cause and Effect Analysis
The Cause and Effect Analysis is also known as the Fish-Bone Analysis. This technique
is used to analyse problems with the identification of causes of a problem through
brainstorming. This technique is easy to use as it summarizes, arranges and
explains all the causes of a problem which has been identified in the form of a diagram.
It also allows for the identification of many possible causes of a problem. There are five
steps in the construction of a Cause and Effect Diagram.
Step 1: Identify a Problem
The first step is to identify the problem and to state the problem accurately. For
example the problem identified is `Reports Cannot be Printed Within The Time Period
Specified'. Start the Cause and Effect Diagram with an arrow pointing from left to right
towards the problem:-

----------------------------------------------------------EFFECT
CAUSE--------> Reports Cannot be Printed Within The
Time Period Specified
---------------------------------------------------------Step 2: Determine the Main Causes
A problem is caused by various factors. These factors can be categories according
to the resources of production such as man, machine, material and method like:DETERMINING THE MAIN CAUSES
Material
Man
\
\
\
\
-------------------------> Reports cannot be printed
/
/
On Time
/
/
Machine
Method
Step 3: Determine the Sub-Causes under the Main Causes
Through a process of brainstorming, the sub-causes of the problem are identified and
entered below the appropriate main causes. Where possible, the sub-causes are
further broken down into more detailed sub-sub-causes
DETERMINING THE SUB-CAUSES
Material
Man
\
\---------------Attitude
\
\
|
\
\
going on emergency leave too often
--------------------------------> Reports cannot be Printed on time
/
/
/
/
/
/
Machine
Method
For instance, the sub-cause to the main "Man" is "attitude" and "Going on emergency
leave too often" is the sub-sub-cause. this is because a negative attitude results in an
officer going on emergency leave too often. When all the sub-causes and the subsub causes have been identified, the Cause and Effect Diagram will appear as:Material
\

Man
\

\----Shortage
\ of printing
\ supplies

\---- Lack of manpower

\---- No detailed checking
\---------------Attitude

c) Check Sheets:Check Sheets are an effective means of gathering data in a helpful and meaningful
way.
Kaoru Ishikawa is often credited with "democratizing statistics." This relates to his
desire to spread quality control ideas throughout the workplace. His tools make it easier
to comprehend raw data, making quality improvements simpler. Check Sheets are a
perfect example of this. Although they can vary a good deal depending on the type of
data being collected, the purpose of the check sheet is always the same.
"The Check Sheet is used to facilitate the collection and analysis of data. 'Garbage in,
Garbage out' is an old clich, but it is true. Therefore, the purpose for which data is
being collected must be clear. Data reflects facts, but only if they are properly
collected. The number of defects and where they are found can be recorded and
analysed for causes" (Soin 297).
d) Pareto Analysis:Pareto analysis provides the mechanism to control and direct effort by fact, not by
emotion. It helps to clearly establish top priorities and to identify both profitable and
unprofitable targets. Pareto analysis is useful to:

Prioritize problems, goals, and objectives

Identify root causes

Select and define key quality improvement programs

Select key customer relations and service programs

Select key employee relations improvement programs

Select and define key performance improvement programs

Address the Vital Few and the Trivial Many causes of non-conformance

Maximize research and product development time

Verify operating procedures and manufacturing processes

Product or services sales and distribution

Allocate physical, financial and human resources

* A Pareto chart is used for: Focusing on critical issues by ranking them in terms of
importance and frequency (example: Which course causes the most difficulty for
students? Which problem with Product X is most significant to the customers?)
Prioritizing problems or causes to efficiently initiate problem solving (example: Which
discipline problems should be tackled first? or, what is the most frequent complaint by
parents regarding the school? Solution of what production problem will improve quality
most?) Analysing problems or causes by different groupings of data (e.g., by program,
by teacher, by school building; by machine, by team) Analysing the before and after
impact of changes made in a process (example: What is the most common complaint of
parents before and after the new principal was hired?; has the initiation of a quality
improvement program reduced the number of defectives?)
Quality management is not a one-time effort but a continual long term endeavor which
has to be recognized, reinforced and rewarded by continuous monitoring the on-going
data collection, evaluation, feedback and improvement programmes. The top
management should have to create an atmosphere where the management and the
workers cooperate with each other for smooth functioning of the organization.

Elements
As in any structure, to implement a stable quality circle process you need to build a solid
foundation. Four pillars underpin the process; they are:
* A philosophy of group participation;
* A set of guiding principles to assure process prosperity;
* Intense education on problem-solving and group techniques; and
* A complete infrastructure for implementation and verification.
These interconnected dimensions constitute the formula for a triumphant exercise of the
betterment process. Below is an in-depth look at each one:
Quality Circle Philosophy -- A complete observation of human activity cannot disregard
a wider context of social relations. Although, the concept of quality circles stemmed from
a desire to improve quality, the fundamental end feeds on a strong aspiration to develop
and enhance human beings. People compose the primary resources of the organization
and a fruitful quality circle practice has to develop specific policies and actions around
that attitude. The ultimate aspiration of the process rests in creating a knowledgeable
work force proudly participating in the implementation of their ideas and constantly
improving the system.

Vanguard attitudes like investment in training, lifetime employment for core employees,
broad career path within the company, collective decision-making and promotions from
within indicates that the company's leadership positively reacts to its personnel.
Materialistic emphasis in failed quality circle programs makes it difficult for managers to
adopt the "enhancement of human resources" view in place of determining the "costbenefit ratio" of the quality circle. In short, the philosophy of the process reads that to
get productivity, quality improvements, etc. from employees, management has to invest
resources in the education of its employees and serenely wait until results pour out of
the process.
Intertwined in the philosophy must be a long-term management and employee
commitment. Management cannot look at the quality circle process as an activity that
will yield an immediate return without an investment. They have to patiently cope with
the process and let the operation mature. Only then will the program yield adequate
benefits. On the other hand, employees cannot look at the program only as a personal
enhancement activity; they must produce indisputable contributions. The crux for a
productive labor-management relationship hangs on "balance." This interdependence,
backed with the proper amount of enthusiasm, will produce a harmonious and
competitive organization.
Guiding Principles -- To translate the philosophy to practical terms, guiding principles
must be in place. These precepts will allow management and employees to ease the
day-to-day activities and will set the engagement rules for smooth interaction. In my
experience these principles bring tremendous awareness and dynamics to the process
implementation, avoiding unnecessary delays. Here is a small sample:
A) Listen with an open-mind to what the other party has to say. Avoid prejudgment of
circle recommendations or management answers.
B) When discussions get too hot, temporarily suspend them and involve other people as
arbitrators. Also, management and labor should clarify their argumentative points, keep
emotional involvement out of the issue, and if possible, write down the problem for
further analysis.
C) If management rejects a circle recommendation; the circle should be entitled to an
explanation of why the suggestion was rejected. A written statement is highly desirable.
Do not tolerate a "no" answer without an explanation.
D) After suggestion approval, implementation should be as soon as possible if not
immediately. Unnecessary delays will damage the morale of employees and the whole
program. Timing is important and time standards should be developed (i.e., time to
answer a suggestion, accepted time for implementation, etc.).
E) The quality circle should avoid divagation during the meetings. The meetings are a
productive activity, not a mere social gathering.

F) The quality circle should keep management informed of the latest developments.
Also, communication with other circles will help by sharing ideas.
G) Management should keep employees informed about problems that exist or have
been solved. This will avoid duplication, direct group effort to unsolved problems, and
will provide a good framework for management-labor cooperation.
The above regulations should not be construing as a finished product or limitation. On
the contrary, consider the list an open and alive summary of working modes that will be
changed, deleted or added as the work force learns and understands the process.
Education of Management and Employees -- Training and education play a central role
in the enhancement of human resources. Learning the process and incorporating it to
the organizational culture as a way to do business becomes the axis of the betterment
process. Instruction should include knowledge that directly applies to the improvement
of the organization and is promptly usable. More capable individuals will improve the
group's probability to provide objective recommendations and implementation paths.
Before any special training specific to the company's product or service occurs, teaching
basic group techniques deserves special attention. Mastering these techniques will
accelerate the readiness of the group to concentrate on the desired subject and obtain
results. In my daily transactions, I have gathered a basic "quality circle curriculum" in
the following manner:
* Guidelines for Effective quality circle meetings;
* Problem Solving Steps;
* Elements of Breakthrough Thinking;
* Decision Making;
* Pareto Analysis;
* Cause and Effect Diagram;
* Brainstorming;
* Nominal Group Technique; and
* Management Presentation.
Addressing these procedures will take several short sessions yielding an excellent
return from the effort. After schooling the basics, teaching more sophisticated 'quality'
tools will set up the battlefield for production/services improvements. If pertinent,
exposure to elements of statistics, quality control charts, sampling plans or special
techniques, will definitively expand the horizons of employees. Concentration on my

dictum "now that you know it, use it!" has given me considerable tactical gains. Once
the circle's members conquer these techniques they will possess the right weaponry to
deal with "real" problems specific to the business.
Methodology for Implementation and Evaluation -- The formal organizational structure
equates to the fourth dimension of the process. Transformation does not happen in a
vacuum. Management has to provide the infrastructure to keep the quality control
process alive and growing. After securing long-term commitment from management and
employees, and after the instructional process, the proper structure has to materialize.
Despite each organization having a different composition, include the definition of the
following four elements in the process design:
The Steering Committee guarantees the top-level management participation and is
composed of highest managers from each major section of the company. Union leaders,
if applicable, must also chair the committee. Roles of the committee are:
* To provide final decisions when necessary;
* To rank actions and provide resources;
* To support circle activities; and
* To evaluate quality circle program effectiveness.
The Quality Circle Facilitator epitomizes the champion of the process. This authority
knows managerial and problem-solving techniques and brings a spirited leadership to
the process. The facilitator could be an internal employee or an outside expert. Also the
facilitator acts as the main liaison between the quality circles and upper management
and among circles. Specific tasks are:
* To teach techniques and organize the process;
* To coordinate circle activities;
* To track and measure accomplishments;
* To attend quality circle meetings and help with recommendations;
* To provide group performance feedback;
* To assist quality circle leader in agenda development;
* To communicate activities to management;
* To spread ideas among different circles; and

* To render scientific support and methodology, etc.

The Q.C. Leader plays the speaker and organizer role for each group and his/her
functions are:
* To lead the meetings and use the problem-solving techniques;
* To help with training of members;
* To support the members;
* To cooperate with facilitator;
* To develop meeting agenda; and
* To establish a meeting environment conducive to employee participation, etc.
The Quality Circle Members make up the foundation of the process and their duties are:
* To learn the problem-solving techniques;
* To work with the other members using the problem-solving techniques;
* To attend meetings and participate; and
* To help and contribute to the process, etc.
Although formal in content, the above structure does not have to be rigid. Your
organization needs to find a balance unique to your people and culture that will allow for
a growing creative and innovative process.

RESEARCHES IN QUALITY CIRCLES

In recent years, the topics of Japanese Management Practices in general And quality
circles in particular have been frequently discussed in the popular press and managerial
literature. Unfortunately, however, there is a paucity of scientific research into the true
value and usefulness of quality circles. In particular, much of the research concerned
with quality circle is anecdotal.
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Training Plan

Master Change Plan

Reinforcing Change
Celebrating successes, diagnosing resistance and reinforcing change will make your
change management process complete. Use the popular ADKAR model to manage
employee resistance, resolve conflicts and identify corrective action steps.

How to collect and analyze feedback

Diagnosing gaps and managing resistance

Implementing corrective action and celebrating successes

Kaizen (?), Japanese for "improvement" or "change for the better", refers to
philosophy or practices that focus upon continuous improvement of processes in
manufacturing, engineering, supporting business processes, and management. It has
been applied in healthcare, psychotherapy, life-coaching, government, banking, and
many other industries. When used in the business sense and applied to the workplace,
kaizen refers to activities that continually improve all functions, and involves all
employees from the CEO to the assembly line workers. It also applies to processes,
such as purchasing and logistics that cross organizational boundaries into the supply
chain. By improving standardized activities and processes, kaizen aims to eliminate
waste. Kaizen was first implemented in several Japanese businesses after the Second
World War, influenced in part by American business and quality management teachers
who visited the country. It has since spread throughout the world and is now being
implemented in many other venues besides just business and productivity.
The five main elements of kaizen

Teamwork
Personal discipline

Improved morale

Quality circles

Suggestions for improvement

External links
Kaizen and Process Improvement Written by Shmula
Guide to Kaizen question and answer Written by Mike Wilson

Toyota stumbles but its "kaizen" cult endures Reuters

Practice your personal Kaizen Written by Jason Thomas

Many of today's problem solving and quality improvement tools

Control charts
Lot sampling

Process capability

Value Analysis (VA)

were first used extensively in World War II in response to the need for tremendous
volumes of high quality, lower cost materials. More recently, Quality Circles, TQM, and
Kaizen have demonstrated the power of team-base process improvement. Process
Capability and Design of Experiments (DOE) have come to the fore in Six Sigma.
Brecker Associates has combined Value Analysis and QS9000 techniques with Six
Sigma in a more powerful Process Improvement methodology.

Control Charts
Statistical Quality Control (SQC) or Statistical Process Control (SPC) for repetitive, high
volume production began in the 1930's when Shewhart developed control charts. Small
production samples were measured periodically to monitor quality. Sample mean (Xbar)
and range (R) charts were used to detect when a process was going out of "economic
control."

The causes of variations that exceed the upper and lower control limits (UCL and LCL
respectively), such as at "A", must be eliminated in order to bring the process back into
statistical control.

Deming PDCA
The Deming / Shewhart Cycle was especially useful in solving these quality problems.
The PDCA Circle denotes continuous improvement by repeating the basic cycle of

Plan
o

Get the data

Analyze the problem

Plan the solution

"Do" It

Check -- Measure the change

Act -- Modify as needed

as long as significant improvements are obtained.

Since 1948, engineers at Carnegie Tech (now Carnegie Mellon University) have been
trained to apply the Carnegie problem solving methodology in design. This methodology
parallels the Deming PDCA cycle with the addition of an initial step to "Define the
Problem."
In the last 20 years, many companies have adopted similar problem-solving models -often with 8-10 steps or more. Special attention is given to solving process problems -problems that occur repetitively. Process improvement models add such steps as
assigning process owners, forming teams, and establishing process measures.
Juran
Juran focused on quality control with the "trilogy"
quality planning
quality control

quality improvement.

An SPC representation of the trilogy is used in the

figure at the right. A spec is developed -- usually
with a tolerance. A control chart is used to get
the process under control. As special causes are
removed to improve the process, variation is
reduced. These are the basic steps in Six Sigma
process improvement.
When the total quality management movement
(TQM) gained prominence in the 1980's, the
product planning step was expanded to include a broader evaluation of customer needs
(similar to VA and QFD).
Value Analysis Teams
In Value Analysis, developed by Larry Miles at GE during WWII, multi-functional teams
(design, production engineering, purchasing, quality) use a formalized process to

identify alternative materials, manufacturing processes, and designs to improve function

while reducing costs.
The "Job Plan" for a Value Analysis study of a specific product or process has the
following format

Pre-Study
o Collect customer data
o

Collect product and process data

Build product and process models

Form the multi-functional team

Study
o

Information Phase -- analyze data

Function Analysis Phase -- identify and cost functions

Creative Phase -- brainstorm ideas

Evaluation Phase -- rank then develop ideas

Development Phase -- quantify benefits and plan actions

Presentation -- make oral report and prepare written reports

Post-Study (added more recently)

o

Complete changes

Implement changes

Monitor changes

The very structured function diagramming and costing techniques provide data for
quantified (cost and value) decision-making. The whole VA process is a precursor of the
MAI -- Measure, Analyze, Improve -- in the broad based Six Sigma improvement
process. Six Sigma adds the C or Control step.
The brainstorming methodology in VA has been widely emulated in process
improvement teams. Ideas are generated in a non-critical, free-flowing process. Then,
ideas are grouped using affinity diagramming techniques and refined as needed for
practicality.
Teams

Japanese Quality Circles demonstrated the effectiveness of worker teams in identifying

and solving process problems in their work area. However, most serious quality
problems in non-manufacturing (as well as manufacturing) organizations arise in
activities that involve more than one department / function.
Quality Circles has evolved into Kaizen, which utilizes multi-functional worker and
production engineering teams to improve quality and productivity in a given process.
The teams use TQM techniques in implementing "Lean" manufacturing methods.
TQM
Total Quality Management (TQM) emphasized using multi-functional teams
(professional staff and workers from all departments involved) to solve problems. The
teams were trained to use basic statistical tools to collect and analyze data.

Check sheets
Pareto diagrams

Histograms

Run charts

Flow charts

Cause and effect diagrams

Force field analysis

Scatter diagrams

Flow charts or process maps were used to visualize the flow of product or documents
through a series of process steps. The predominant goal of Process Improvement
Teams was to eliminate the non-value adding steps and to resolve quality problems in
order to reduce the (cycle) time needed to complete the process.
ISO / QS9000
ISO9000 was developed as a standard for business quality systems. To be certified,
businesses needed to document their quality system and insure adherence to it with
reviews and audits. A key element was the identification of non-conformances and a
Corrective Action System to prevent reoccurences. Specific quality improvement
methodologies were not prescribed.
The automotive industry adopted the QS9000 standard for their suppliers to require the
use of specific practices in quality planning and in production operations.

Advanced
Design /
and Effects

Product Quality Plans

Process Failure Mode
Analysis (FMEA)

Production Part

Approval Process

Control Plans

(for production)

Measurement

Systems Analysis

The Juran methodology was central to maintaining control of special product and
process characteristics (CTQs).
Design of Experiments (DOE)
Six Sigma process improvement emphasizes getting quantitative data on the effect of
key variables in production, service, or administrative processes. Many process
improvement efforts go astray because people assume they know all of the key
variables -- key variables and especially interactions between variables are not always
obvious. Simple statistical data gathering or testing can be used to verify or determine
these key variables.
In DOE, a series of experiments (tests) are conducted to determine the relative
importance of the key variables and to assist in selecting optimum operating values.
The number of variables is usually limited so that the time, effort, and cost of testing is
not excessive. After the array of tests (experiments) are complete, graphical techniques
-- such as at the right -- can be used to illustrate the results.
DOE is especially useful in simplifying the improvement process for complex technical
and administrative processes.

Brecker Process Improvement

Brecker Associates integrated the

Team-based Process Improvement of TQM

Data gathering and brainstorming of VA

Quality methodologies of QS9000

Statistical process control of Juran

Process capability analysis and DOE techniques of Six Sigma

into a more powerful Process Improvement methodology that gets better results, faster,
and with less effort. Identifying the most promising and rewarding process improvement
opportunities and re-designing the products and processes involved are the focus of
workshops in Phases 2 and 3 of the Brecker Six Sigma Improvement Methodology.

Phase 2: Process improvement solutions are identified and quantified.

Value Analysis techniques are used to collect business, product, and process data on
productivity, quality, and costs. Workshop participants include marketing, design,
operations, quality, purchasing, service personnel as well as suppliers, workers, and
customers as appropriate. Customer requirements are determined and quantified using
QFD techniques. Process mapping (from TQM) is used to develop an understanding of
the product / service and the processes used to produce and deliver it. Quality issues
are raised and root causes are sought. VA brainstorming is used to identify potential
improvements. Ideas are refined and the benefits of the most promising improvements
are quantified. Specific product and process re-design projects are selected for Six
Sigma Leaders and / or teams to undertake in Phase 3.
Phase 3: Multi-functional teams improve key products and processes.
Design and operations teams (with other members as appropriate) are charged with redesigning specific components and / or processes. They examine the product and
process information in detail. Critical-To-Quality parameters are determined for products
and for processes. DOEs may be run to identify CTQ parameters and assign target

values. Process capability data is obtained. Additional productivity and quality tools,
such as

Design for Manufacturability

Lean thinking

Design for Assembly

Set-up reduction

are used as appropriate to identify specific improvement opportunities. VA brainstorming

may be used to identify and refine specific design changes. Specific re-design
recommendations are quantified. When approved, implementation plans are made and
executed. The PDCA cycle is used until the desired improvements are obtained.

SOME INSTANCES OF COMPANIES WHO HAVE SUCCESSFULLY IMPLEMENTED

QUALITY CIRCLE
COCA COLA
The Coca-Cola Company ensures the supreme quality of its beverages by employing
globally accepted and validated manufacturing processes and Quality Management
Systems. Let us now take you through the processes and Quality Assurance Programs
followed by our world-class manufacturing facilities in India.
The site for our manufacturing plants is finalized only after the source water has been
tested for all requirements of potable water. The analysis is always conducted by
independent third party accredited laboratories. The source water is then properly
protected and re-tested periodically to ensure that it conforms to international
standards.
The Purity of Our Sugar Is Crystal Clear
Our sugar selection process is as stringent as our water purification process. The sugar,
bought from high-grade authorized mills, is cleaned with a globally acclaimed carbon
treatment process. Purified sugar syrup is created which is then blended with the soft
drink concentrate.
Carbon Dioxide Meeting International Purity Standards
We procure carbon-dioxide, meeting international purity standards, from authorized
suppliers. The gas then goes through stringent quality control checks before it used in
the beverage.
All the three primary ingredients used in beverage, the syrup, treated water and carbondioxide, are blended as per The Coca-Cola Company's specifications.

ANMOL BISCUITS
One of the leading biscuit manufacturers in Eastern and Northern regions of India,
Anmol Biscuits has two state-of-the-art manufacturing units.
The manufacturing units have been equipped with latest modern machineries available
in India, which facilitate in manufacturing uniform quality of biscuits. The Good
Manufacturing Practices (GMP) and the Hazard Analysis of Critical Control Points
(HACCP) that are adapted at our plants, along with the use of sophisticated packing
machines and materials, ensure that each and every biscuit manufactured never fails to

delight the customers with its taste and freshness. High quality products are delivered to
the customers after they are subjected to stringent quality control tests. The quality
control tests are done at every stage of biscuit-making, i.e., inspection of raw materials,
process and post-production goods by qualified personnel at our well-equipped
laboratories.
Also, the quality orientation of the company is maintained through numerous training
programmes organized by the Management at regular intervals to upgrade and nurture
the skills of the employees towards fulfillment of the QUALITY OBJECTIVE of the
company. In addition to this, our manufacturing units and products are BIS certified and
the company is ISO 9001:2000 certified.

PRAMUKH INDUSTRIES
The Pramukh range includes Pouch packing Machine, Automatic Sealing machines.
The machines and systems manufactured by Pramukh are suitable for use primarily in
the food, cosmetic, chemical and pharmaceutical industries. The quality aspect of the
machinery is mainly based on the use of excellent materials, quality pneumatic
components and first-class electronics, combined with the application of modern
expertise in the field.

JINDAL HOME PRODUCTS PVT LTD

The company is a major exporter and manufacturer of LPG Burners, LPG stoves,
cooktops, table top cookers, kitchen stoves and gas tables. The export network of the
company is wide. Its export network is in the destinations like West Indies, Ghana, US,
Middle East, Congo and many others. The products of the company are produced with
quality control parameters made by the Bureau of Indian Standards

ESSEL MINING & INDUSTRIES LTD.

Essel mining& industries ltd established in 1950, Essel Mining & Industries Limited is
one of Indias largest iron ore mining companies in the non-captive private sector, and
the largest producer of noble Ferro alloys. All the divisions are accredited with ISO 9001
(Quality Management System), ISO 14001 (Environment Management System) and
OHSAS 18001 (Occupational Health and Safety Management System). Its commitment
to sustainable development has seen the company venture into wind power generation.

Essel Mining holds a leading position in the Indian mining industry for its superior mining
techniques, equipment, and scale and flexibility of operations and systems. The
potential of the proven deposit, as well as the quality and quantity of reserves, are good
enough to sustain the mining operations for the next 20 years at the current operating
capacity.

Implementation in Govt. body

The Public Works Department of Government of Maharashtra is responsible for the
construction and maintenance of about 2.00 lakhs km. of road network in the state and
a large number of Government-owned buildings spread all over 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 topmanagement 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 Government 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 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 has come forward to form Quality Circles emphasizing the
fact that Quality Circles have come to say in the Department.
Some of the problems solved by the Quality Circles in P.W.D of Maharashtra are as
follows:
1. Eliminating delay in issuing observation memos after inspection of site.
2. Preventing accidents on highways.
3. Reducing electricity bill in office.
4. Avoiding duplication of work.
5. Removal of encroachment from Government land.
6. Speeding up pot-hole filling on roads during monsoon.
7. Up keeping of service records of employees.
8. Maintaining Government offices clean.
9. Stream-lining reservation system of Government rest houses.

10. Improvement in maintenance of Government Hospital at Solapur.

Some of the problems and the solutions thereof are explained briefly below:
1. Delay in issue of observation memos-The Public Works Department of Maharashtra
is divided in to six regions each headed by a Chief Engineer. Each regional Chief
Engineer is assisted by a superintending Engineer. Vigilance and Quality Circle who
with the help of two Executives 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 and Quality 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.
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.
1. A systematic style of education that helped them grows.
2. Freedom to modify their work habits.
3. Opportunity to use their brain for development of the department.
4. Opportunity to work as a team.
5. The employees were also motivated to improve work culture, self-improvement
recognition and creativity in work.
2. Preventing accidents on highways-It was observed that the accident rate on SionPanvel 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 segregate the causes
under Man, Machine, Material and Method. The circle members found out solutions to
the problem such as closing of central verge at all locations expert function, 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 has been eliminated and no
more accidents occurred at those locations again. This way the circle members ensured
the effectiveness of the solutions implemented. They made presented to their steering

committee for obtaining sanction to other solutions involving more funds.

Conclusion
Quality Circles are applicable for variety of organisations where there is scope for group
based solution of work related problems. The P.W.D has set an example for the
Government organisations marching on the path of Quality improvement.

Implementation in Polytechnic
a) Name of the organization: Workshop, University Polytechnic, AMU Aligarh
b) Number of circle: 01 (one)
c) Section where the circle is: Machine and fitting shop operating
d) Number of meetings held: 10 (ten) for last one year
The quality circle under consideration has a leader, a facilitator, a coordinator and four
members. The object of the present quality circle is reduction of material wastage. This
problem was so chosen for solution because of following facts:
a) Whether there was any reduction in material wastage.
b) Whether there were any saving and financial losses that should be minimized.
c) Whether it had any effect on the working of the workers and relationship between
workman and management.
There were differences in the actual and expected material consumption. Table 1 gives
the detail of material consumption for the year 1999 to 2000, before implementation of
quality circle, and Table 2 shows the detail of material consumption for the year 2000 to
2001 after implementing quality circle. After various discussion and brain storming
sessions following causes related to man, machine, material and methods were located.
Causes Related to Man
a) Lack of knowledge about the materials
b) Proper instruction not given about the work
c) The materials were cut more than the required amount
d) Lack of knowledge about the operations
e) Lack of knowledge about handling special tools
Causes Related to Machines
a) Machines not operating at optimum condition
b) Frictional wear of machine parts
c) Problem arising due to misalignment of machine components
d) Lack of implementation of new and automatic machines
Causes Related to Methods
a) No proper inspection in the machine shop after the material has been issued from the
store
b) No proper care was taken in storing the materials
c) Lack of knowledge of improving the existing method of production
Causes Related to Material
a) No proper inspection of the material dimension before machining
b) Materials obtained not having the required composition

Table 1 Details of material consumption for the year July 15,

1999 to March 31, 2000 (before implementing quality circle)
Items

Mild steel
Rod

Cast iron
Block
Mild steel
Flat

Specification

Length, mm : 50
Diameter, mm : 31
Carbon, % : 0.01
to1
Harden cold rolled
Length, mm : 50
Width, mm : 50
Thickness, mm : 24
Carbon, % : 2-4
Length, mm : 75
Width, mm : 48
Thickness, mm : 6

Material Consumption
per year

Material
loss in
maching

Material
loss in Rs.

Expected
kg
210

Actual
kg
105

105

1785

135

75

60

1920

53

30

23

437

Total

4142
Table 2 Details of material consumption for the year July 15,
2000 to March 31, 2001 (after implementing quality circle)

Items

Mild steel
Rod

Cast iron
Block

Specification

Length, mm : 50
Diameter, mm : 31
Carbon, % : 0.01
to1
Harden cold rolled
Length, mm : 50
Width, mm : 50
Thickness, mm :
24

Material Consumption
per year

Material
loss in
maching

Material
loss in Rs.

Expected
kg
210

Actual
kg
105

60

1020

135

105

30

960

Mild steel
Flat

Length, mm : 75
Width, mm : 48
Thickness, mm : 6

53

45

80

Total

152
2132

TECHNIQUES RELATED TO QUALITY CONTROL

1) TOTAL QUALITY MANAGEMENT (TQM)

TQM is the way of managing for the future, and is far wider in its application than
just assuring product or service quality it is a way of managing people and
business processes to ensure complete customer satisfaction at every stage,
internally and externally. TQM, combined with effective leadership, results in an
organisation doing the right things right, first time.
TQM functions on the premise that the quality of the products and processes is
the responsibility of everyone who is involved with the creation or consumption of
the products or services offered by the organization. In other words, TQM
capitalizes on the involvement of management, workforce, suppliers, and even
customers, in order to meet or exceed customer expectations.

Process
The core of TQM is the customer-supplier interfaces, both externally and internally,
and at each interface lay a number of processes. This core must be surrounded by
commitment to quality, communication of the quality message, and recognition of the
need to change the culture of the organisation to create total quality. These are the
foundations of TQM, and they are supported by the key management functions of
people, processes and systems in the organisation.

A core concept in implementing TQM is Demings 14 points, a set of management

practices to help companies increase their quality and productivity:
1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total
cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and
service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for
management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.
Advantages of Total Quality Management:

1. Encourages a strategic approach to management at the operational level

through involving multiple departments in cross-functional improvements and
systemic innovation processes
2. Provides high return on investment through improving efficiency
3. Works equally well for service and manufacturing sectors
4. Allows organizations to take advantage of developments that enable managing
operations as cross-functional processes
5. Fits an orientation toward inter-organizational collaboration and strategic
alliances through establishing a culture of collaboration among different
departments within organization

Disadvantages of Total Quality Management:

1. Initial introduction costs- training workers and disrupting current production whilst
being implemented
2. Benefits may not be seen for several years
3. Workers may be resistant to change may feel less secure in jobs

2) Statistical process control

Statistical process control (SPC) pioneered by Walter A. Shewhart in the early 1920s
is the application of statistical methods to the monitoring and control of a process to
ensure that it operates at its full potential to produce conforming product. Under SPC, a
process behaves predictably to produce as much conforming product as possible with
the least possible waste. Key tools in SPC are control charts, a focus on continuous
improvement and designed experiments.
Much of the power of SPC lies in the ability to examine a process and the sources of
variation in that process using tools that give weight to objective analysis over
subjective opinions and that allow the strength of each source to be determined
numerically. Variations in the process that may affect the quality of the end product or
service can be detected and corrected, thus reducing waste as well as the likelihood
that problems will be passed on to the customer.
How to Use SPC?
Statistical Process Control may be broadly broken down into three sets of activities:
understanding the process; understanding the causes of variation; and elimination of
the sources of special cause variation.

In understanding a process, the process is typically mapped out and the process is
monitored using control charts. Control charts are used to identify variation that may be
due to special causes, and to free the user from concern over variation due to common
causes. This is a continuous, ongoing activity. When a process is stable and does not
trigger any of the detection rules for a control chart, a process capability analysis may
also be performed to predict the ability of the current process to produce conforming
(i.e. within specification) product in the future.
When excessive variation is identified by the control chart detection rules, or the
process capability is found lacking, additional effort is exerted to determine causes of
that variance. The tools used include Ishikawa diagrams, designed experiments and
Pareto charts. Designed experiments are critical to this phase of SPC, as they are the
only means of objectively quantifying the relative importance of the many potential
causes of variation.
Once the causes of variation have been quantified, effort is spent in eliminating those
causes that are both statistically and practically significant. Generally, this includes
development of standard work, error-proofing and training. Additional process changes
may be required to reduce variation or align the process with the desired target,
especially if there is a problem with process capability.

The key steps for implementing Statistical Process Control are:

o
o
o
o
o
o

Identify defined processes

Identify measurable attributes of the process
Characterize natural variation of attributes
Track process variation
If the process is in control, continue to track
If the process is not in control:
Identify assignable cause
Remove assignable cause
Return to Track process variation

Benefits:

Provides surveillance and feedback for keeping processes in control

Signals when a problem with the process has occurred

Detects assignable causes of variation

Accomplishes process characterization

Reduces need for inspection

Monitors process quality

Provides mechanism to make process changes and track effects of those

changes

Once a process is stable (assignable causes of variation have been eliminated),

provides process capability analysis with comparison to the product tolerance.

3) ZERO DEFECTS
Zero Defects, pioneered by Philip Crosby, is a business practice which aims to reduce
and minimize the number of defects and errors in a process and to do things right the
first time. The ultimate aim will be to reduce the level of defects to zero. However, this
may not be possible and in practice and what it means is that everything possible will be
done to eliminate the likelihood of errors or defects occurring. The overall effect of
achieving zero defects is the maximization of profitability.

Principles of Zero Defects

The principles of the methodology are four-fold:
1. Quality is conformance to requirements
Every product or service has a requirement: a description of what the customer needs.
When a particular product meets that requirement, it has achieved quality, provided that
the requirement accurately describes what the enterprise and the customer actually
need.
2. Defect prevention is preferable to quality inspection and correction
The second principle is based on the observation that it is nearly always less
troublesome, more certain and less expensive to prevent defects than to discover and
correct them.
3. Zero Defects is the quality standard
The third is based on the normative nature of requirements: if a requirement expresses
what is genuinely needed, then any unit that does not meet requirements will not satisfy
the need and is no good. If units that do not meet requirements actually do satisfy the
need, then the requirement should be changed to reflect reality.
4. Quality is measured in monetary terms the Price of Nonconformance (PONC)
The fourth principle is key to the methodology. Phil Crosby believes that every defect
represents a cost, which is often hidden. These costs include inspection time, rework,
wasted material and labor, lost revenue and the cost of customer dissatisfaction. When
properly identified and accounted for, the magnitude of these costs can be made
apparent, which has three advantages. First, it provides a cost-justification for steps to
improve quality. Second, it provides a way to measure progress, which is essential to
maintaining management commitment and to rewarding employees. Third, by making
the goal measurable, actions can be made concrete and decisions can be made on the
basis of relative return.

Advantages and Disadvantages

Advantages
Cost reduction caused by a decrease in waste. This waste could be both wasted
materials and wasted time due to unnecessary rework
Cost reduction due to the fact that time is now being spent on only producing
goods or services that are produced according to the requirements of
consumers.

Building and delivering a finished article that conforms to consumer requirements

at all times will result in increased customer satisfaction, improved customer
retention and increased profitability.

Possible to measure the cost of quality

Disadvantages
A process can be over engineered by an organisation in its efforts to create zero
defects. Whilst endeavoring to create a situation of zero defects increasing time
and expense may be spent in an attempt to build the perfect process that
delivers the perfect finished product, which in reality may not be possible. For
example, a consumer requirement may be a desire to buy a motor car that is
100% reliable never rusts and maximizes fuel consumption. However, in this
instance, in practice, if an organisation doesnt have some kind of built in
obsolescence it will have a more limited life.

4) Just-in-time (business)
Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on
investment by reducing in-process inventory and associated carrying costs. Just in Time
production method is also called the Toyota Production System. To meet JIT objectives,
the process relies on signals or Kanban between different points in the process, which
tell production when to make the next part. Kanban are usually 'tickets' but can be
simple visual signals, such as the presence or absence of a part on a shelf.
Implemented correctly, JIT focuses on continuous improvement and can improve a
manufacturing organization's return on investment, quality, and efficiency. To achieve
continuous improvement key areas of focus could be flow, employee involvement and
quality.
Process
Just in time is a pull system of production, so actual orders provide a signal for when a
product should be manufactured. Demand-pull enables a firm to produce only what is
required, in the correct quantity and at the correct time.
This means that stock levels of raw materials, components, work in progress and
finished goods can be kept to a minimum. This requires a carefully planned scheduling
and flow of resources through the production process. Modern manufacturing firms use
sophisticated production scheduling software to plan production for each period of time,
which includes ordering the correct stock. Information is exchanged with suppliers and
customers through EDI (Electronic Data Interchange) to help ensure that every detail
is correct.
Supplies are delivered right to the production line only when they are needed. For
example, a car manufacturing plant might receive exactly the right number and type of
tires for one days production, and the supplier would be expected to deliver them to the
correct loading bay on the production line within a very narrow time slot.

Advantages of JIT

Reduced setup time. Cutting setup time allows the company to reduce or
eliminate inventory for "changeover" time. The tool used here is SMED (singleminute exchange of dies).
The flow of goods from warehouse to shelves improves. Small or individual piece
lot sizes reduce lot delay inventories, which simplifies inventory flow and its
management.

Employees with multiple skills are used more efficiently. Having employees
trained to work on different parts of the process allows companies to move
workers where they are needed.

Production scheduling and work hour consistency synchronized with demand. If

there is no demand for a product at the time, it is not made. This saves the
company money, either by not having to pay workers overtime or by having them
focus on other work or participate in training.

Increased emphasis on supplier relationships. A company without inventory does

not want a supply system problem that creates a part shortage. This makes
supplier relationships extremely important.

Supplies come in at regular intervals throughout the production day. Supply is

synchronized with production demand and the optimal amount of inventory is on
hand at any time. When parts move directly from the truck to the point of
assembly, the need for storage facilities is reduced.

Disadvantages of JIT

There is little room for mistakes as minimal stock is kept for re-working faulty
product
Production is very reliant on suppliers and if stock is not delivered on time, the
whole production schedule can be delayed
There is no spare finished product available to meet unexpected orders, because
all product is made to meet actual orders however, JIT is a very responsive
method of production

5) Cellular manufacturing
Cellular Manufacturing is a model for workplace design, and has become an integral
part of lean manufacturing systems. Cellular Manufacturing is based upon the principals
of Group Technology, which seeks to take full advantage of the similarity between parts,
through standardization and common processing. . In Cellular Manufacturing systems
machines are grouped together according to the families of parts produced. The major
advantage is that material flow is significantly improved, which reduces the distance
travelled by materials, inventory and cumulative lead times. Cellular Manufacturing is
most suitable for batch manufacturing.
Cellular manufacturing, sometimes called cellular or cell production, arranges factory
floor labor into semi-autonomous and multi-skilled teams, or work cells, who
manufacture complete products or complex components. Properly trained and
implemented cells are more flexible and responsive than the traditional mass-production
line, and can manage processes, defects, scheduling, equipment maintenance, and
other manufacturing issues more efficiently.
The Implementation Process
The first step in implementing cellular manufacturing is to break down the various items
produced by the company into a number of part sets or families. The grouping process
(group technology) involves identifying items with similarities in design characteristics or
manufacturing characteristics, and grouping them into part families.
Once identified, similar items can be classified into families. Then a system is
developed that facilitates retrieval from a design and manufacturing database. For
example, the system can be used to determine if an identical or similar part exists
before a completely new part is designed. If a similar part is found, it may be that a
simple modification would produce satisfactory results without the expense of new part
design. Similarly, planning the manufacturing of a new part after matching it with an
existing part family can eliminate new and costly processing requirements.
This grouping of part or product families requires a systematic analysis. Three primary
methods exist for accomplishing the grouping process: visual inspection, examination of
design and production data, and production flow analysis.
The resulting number of families determines the number of cells required, as well as
what machines are required within each cell. The cell usually includes all the processing
operations needed to complete a part or subassembly. However, it is possible for a
product to go from raw materials to packaging and be ready for shipment by the time it
reaches the end of the cell.

The families will also help determine where within the cell each machine will be located
for the most efficient flow, and how many employees are needed within each cell. After
the product families are determined, the machines needed for the production process of
a specific family are organized into cells according to processing requirements (e.g., the
order of processing).
The optimal layout is one that minimizes the distance between cells, or the distance to
the next production point. The resulting reduction in time and handling ultimately
provides a reduction in processing costs. Some firms utilize "linked-cell manufacturing,"
which is the concept of arranging the manufacturing cells near the assembly cells.
Again, this decreases travel distances while reducing materials handling. Hopefully, the
floor layout will also provide for the easy flow of a product to shipping, if shipping is
located close to the cells in a streamlined flow.
Benefits and Costs
There are many benefits of cellular manufacturing for a company if applied correctly.
Most immediately, processes become more balanced and productivity increases
because the manufacturing floor has been reorganized and tidied up.
Part movement, set-up time, and wait time between operations are reduced, resulting in
a reduction of work in progress inventory freeing idle capital that can be better utilized
elsewhere. Cellular manufacturing, in combination with the other lean manufacturing
and just-in-time processes, also helps eliminate overproduction by only producing items
when they are needed. The results are cost savings and the better control of operations.
There are some costs of implementing cellular manufacturing, however, in addition to
the set-up costs of equipment and stoppages noted above. Sometimes different work
cells can require the same machines and tools, possibly resulting in duplication causing
a higher investment of equipment and lowered machine utilization. However, this is a
matter of optimization and can be addressed through process design.

Concept/Method/
Techniques
Policy Management and
Deployment
Bench Marking
Five S
Quality Improvement
Teams/Cross functional teams

Quality Circle

Total Productive Maintenance

Single Minute Exchange of
Dies
Poka -Yoke and Source
inspection
Just-in-Time (Kanban)

Six Sigma

Quality function deployment

Taguchi Techniques
ISO 9000:2000
ISO 14000

Primary Purpose

Parts impacted in
Quality School

Vertical and horizontal alignment

of goals and Objectives of
organisation/
functions/individuals
Learn from the best, to adopt and
change performance

As a management process, the

total spiral is impacted

Shape basic attitude towards

quality
Managerial/supervisory persons
involvement in addressing vital
few issues/ problems
Front-line employees
development and contribution in
useful many problems
Improving overall equipment
effectiveness
Drastic Reduction in change-over
time
Mistake-proof, at source-aim for
zero quality control
Production management attuned
to market needs
Production management attuned
to market needs
Fully understanding and satisfy
customer requirements
For robust products with
improved quality at better
profitability
Conformance, improvement and
customer focus
Eco-system: minimize negative
impact; improve and preserve

Any part/component of the spiral

can be impacted based on
priorities/strategic requirements.
Initially in manufacture-now in all
places
Initially in manufactured products industries, spread to
pure services sector
Initially in production; Now in
other functions also.
Manufacturing and service
organisations/public utilities and
services too
Initially in plants; Now
hardware/office equipment too;
also now embracing the 'ZERO'
level goals
In production, testing and design
Initially in manufacture; can be
done in other aspects also
Both in service and
manufacturing sectors, around all
parts of the spiral.
Any part of the spiral, especially
those having external customers
and suppliers interface; design/
plan focus
All components involved in plan,
design (for research till
production)
Focuses on the design aspects
(off-line and on-line for
manufactured products)
As a 'system - approach' the total
spiral is impacted
As a 'system - approach' the total
spiral is impacted

The quality circle developed through a process of integrating the problem-solving

techniques with behavioral concept of participation and involvement and subsequently it
spread all over of the world particularly in developing countries. But the available
literatures indicate a highly mixed view on their application. This is due to the various
hurdles faced in the very inception of its introduction. But there is sufficient scope for its
introduction and effective use. Thus the constraints need to be identified in the way of its
introduction and use for which concerned authorities, researchers and academicians
can play a pioneering and an effective role in this regard.
Quality management is not a one-time effort but a continual long term endeavor which
has to be recognized, reinforced and rewarded by continuous monitoring the ongoing
data collection, evaluation, feedback and improvement programmes. The top
management should have to create an atmosphere where the management and the
workers cooperate with each other for smooth functioning of the organization.
Although most commonly found in manufacturing environments, quality circles are
applicable to a wide variety of business situations and problems. They are based on two
ideas: that employees can often make better suggestions for improving work processes
than management; and that employees are motivated by their participation in making
such improvements. Thus, implemented correctly, quality circles can help a small
business reduce costs, increase productivity, and improve employee morale. Other
potential benefits that may be realized by a small business include greater operational
efficiency, reduced absenteeism, improved employee health and safety, and an overall
better working climate. In their book Production and Operations Management, Howard
J. Weiss and Mark E. Gershon called quality circles "the best means today for meeting
the goal of designing quality into a product."

Requirements for Successful Quality Circles

In his book Productivity Improvement: A Guide for Business, Ira B. Gregerman outlined
a number of requirements for a business contemplating the use of quality circles. First,
the business owner should be comfortable with a participative management approach. It
is also important that the business have good, cooperative labor-management relations,
as well as the support of middle managers for the quality circle program. The business
owner must be willing and able to commit the time and resources needed to train the
employees who will participate in the program, particularly the quality circle leaders and
facilitators. It may even be necessary to hire outside facilitators if the time and expertise
does not exist in-house. Some businesses may find it helpful to establish a steering
committee to provide direction and guidance for quality circle activities. Even if all these
requirements are met, the business will only benefit from quality circles if employee
participation is voluntary, and if employees are allowed some input into the selection of
problems to be addressed. Finally, the business owner must allow time for the quality
circles to begin achieving desired results; in some cases, it can take more than a year
for expectations to be met.

But successful quality circles offer a wide variety of benefits for businesses. For
example, they serve to increase management's awareness of employee ideas, as well
as employee awareness of the need for innovation within the company. Quality circles
also serve to facilitate communication and increase commitment among both labor and
management. In enhancing employee satisfaction through participation in decisionmaking, such initiatives may also improve a business's ability to recruit and retain
qualified employees. In addition, many companies find that quality circles further
teamwork and reduce employee resistance to change. Finally, quality circles can
improve a business's overall competitiveness by reducing costs, improving quality, and
promoting innovation.

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. In the absence of a
commitment from the Chief Executive to support the Quality Circle movement totally, it
would be inadvisable to seriously attempt the starting of Quality Circles. The launching
of Quality Circles involves the following steps:
Expose middle level executives to the concept.
Explain the concept to the employees and invite them to volunteer as members
of Quality Circles.
Nominate senior officers as facilitators.
Form a steering committee.
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.
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 and its operation.
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.

DISCUSSION
After implementation of quality circle, steady reduction in material wastage was
observed. Considering the material wastage for the year 1999-2000 as a base year,
calculated savings for the next one year 2000-2001 is obtained. Following observation
were achieved after implementation of quality circle:
i) Improvement of internal personal relationship
ii) Self-confidence was developed in solving more complex problem related to
production.
iii) A good teamwork was achieved among the workman
iv) Material wastage was minimized as a result heavy monetary gain was obtained.
Table below shows a percentage of contribution of various factors that led to material
loss in the given order. These four factors were chosen as the most effective factor in
analyzing the problem. The various reason or causes of each factor were determined
and shown in Ishikawa diagram (Fishbone diagram). The causes and effect were
obtained by calling various quality circle meetings (ten) through brainstorming session
and discussion. And hence these factors led to the result of the present study in the
following order:
Man
Machine
Method
Material
Further this quality circle approach for quality improvement in University Polytechnic
workshop may bring new dimension, shifting dependence for decisions and actions,
conventional bureaucratic approach towards existing system. Empowering employees
exhibit considerably owing the responsibility of managing the organization. This change
revealed that quest for quality service is in the hand of all employees. This success of
quality circle in the workshop and small enterprises. This quality approach may be
required to be spread in all polytechnic workshop and small-scale enterprise existing in
the country. The sustenance of success will lead to total quality improvement emerging
as a Centre of excellence of its own in any small enterprise in India.
Percentage of contribution of various factors towards the loss
Reason / Cause
Percentage
Cumulative
Man
35.7
35.7
Machine
28.6
64.3
Methods
21.4
85.7
Materials
14.3
100

A TARNISHED IMAGE
In the early 1990s, however, the U.S. National Labor Relations Board (NLRB) made
important rulings regarding the legality of certain forms of quality circles. These rulings
were based on the 1935 Wagner Act's prohibition of company unions and managementdominated labor organizations.
In December of 1992, the NLRB ruled that Electromation Inc. of Elkhart, Indiana, was
operating unlawful quality circles and employee-involvement programs, referred to as
"action committees" by the firm. These programs were found unlawful in that they were
established by the firm, that their agendas were dominated by the firm, and that they
addressed the conditions of employment within the firm. The NLRB stated that its ruling
was not a general indictment against quality circles and labor-management cooperation
programs, but was aimed specifically at the practices of Electromation. Electromation
had been a nonunion firm, but was unionized by the Teamsters shortly after the "action
committees" were eliminated.
The NLRB made a similar ruling against E.I. Du Pont de Nemours & Co., a unionized
firm, in June of 1993. The NLRB ruled that Du Pont's seven labor-management
committees in its Deep water, New Jersey, plant were in effect labor organizations that
were used to bypass negotiations with the plant's union, the Chemical Workers
Association. The NLRB stated once again that its ruling was limited to the facts in the
case at hand. Nonetheless, a number of employer representatives expressed their
concern that the ruling would hinder the development of labor-management cooperation
programs of all kinds.
The chilling effect from the NLRB rulings made many human resources departments
wary of initiating new quality circle programs for fear of legal repercussions. This climate
coincided what appeared to be a general waning of interest in quality circles among
U.S. companies since the 1980s. By the mid-1990s the topic all but disappeared from
discussions in the mainstream business press, and even academic journals gradually
lost interest in quality circles.
Indeed, two Columbia Business School researchers, Eric Abrahamson and Gregory
Fairchild, published a study characterizing quality circles in the United States as little
more than a management fad. Abrahamson and Fairchild's work, based in large part on
an analysis of periodical articles on the subject published over a 19-year span,
suggested that the short-lived popularity of quality circles vias a product of U.S.
corporations' knee-jerk decisions in reaction to a perceived competitive disadvantage
versus Japanese firms. The U.S. companies grasped, the professors argued, for easy
ways to emulate the practices of their Japanese competitors, and the notion of quality
circles appeared to many at the time to be one such way.
Despite quality circles' decline in popularity in the United States, the practice continues
to enjoy support in Japanese firms.

Summary
Results of the literature review that forms the basis for this paper suggest that U.S.
management should monitor Japanese quality circles and labor closely. One cannot
argue with the success in Japan. The question remains open regarding the application
and success of such programs in the United States' cultural setting. Perhaps successful
U.S. companies already utilize such concepts. Will quality circles lead to improved
quality and productivity in U.S. firms? One is reminded of the conclusions reached by
Wood and LA Forge (1979) regarding the relationship between strategic planning and
performance in the U.S. banking industry-clearly, high performing banks plan
strategically .But these banks also do a lot of other things very well, strategic planning
being but one component of overall good management practice. Perhaps a close look at
attributes of the Japanese experience will lead to a better understanding of the
participation and performance relationship in U.S. firms. There may be potential gains in
both productivity and quality through the use of the quality circle program. This is
especially true because the white-collar area is growing so rapidly and yet has not really
applied in depth the quality circle approach. The method's capacity to stimulate
communication, innovation, and an increased sense of worker responsibility has
coincided, in some cases, with the employee's rejecting the available financial rewards
for such activities. Also, the program has succeeded in widely divergent cultures, which
creates a need for empirical research on what motivates workers to join circles-an area
difficult to measure. Matsushita Electric, a leader in quality circles in Japan, does not
have circles in its Chicago (U.S.) plant because it does not consider the American
worker suited to circle activities (Cole, 1979). Many Japanese scholars see for their
country significant changes in the practices of permanent employment and senioritybased compensation that might impact greatly on the future growth of quality circles.
American based firms and management scholars should review the human resource
policy implications that such changes may have.

Problems
Feedback from all types of industries and business sectors has indicated some common
problems arising from the development of quality circles. Some of the problems can
cause serious setbacks if not properly resolved. One of the most common problems
was that after a few successes, most organisations were willing to declare victorious
results and abandon the circles. In this scenario, the quality circle was not used as part
of the overall long term planning process and the circle lost momentum. Other problems
related to the level of commitment and support from top and middle management,
mainly because the objectives of the circle were not communicated effectively.
Management viewed the circles as a vehicle for employees to get their own way over
management decisions and tended to be suspicious and uncommitted when dealing
with the circles recommendations.

Success Factors
The success of any type of quality circle is dependent on several factors, but the most
critical influences are strong management commitment and support. Like all business
processes, quality circles have to be managed and a prerequisite should include a
document endorsed by management setting out the purpose, policy and objectives of
the quality circle. The basic philosophy of quality circles must be known to everyone
before the programme is started. Employees and managers of all levels must be aware
of the roles they have to play whether they are participants, facilitators or agents for
change. Employees must be willing to participate and contribute to discussions to
generate recommendations to improve the working lives for all members of the
organisation. Individual desires and preferences should not be ignored, but settled
within the context of organisational objectives to give recognition to the desire for circle
achievement. The importance of management commitment and support cannot be
emphasised enough. Management has to accept the principles of participatory
management and be receptive to the recommendations made by the quality circle. It
makes sense that the person doing a job on a daily basis is in a very good position to
anlayse it and recommends ways to improve it.

Persistence
The Office of Public Sector Reform (OPSR) encourages government departments and
agencies to keep their IRCs active. Private sector organizations should also pursue the
establishment of their quality circles, because the benefits they can produce are far
greater than the problems that may occur. Quality circles and IRCs are vehicle s for
building teamwork among workers and the interaction between participants contributes
to the development of new leaders, cost effective services, motivated workers and more
transparent relationships. More importantly, the role of a quality circle is the creation of
knowledge. Knowledge requires access to information and therefore information sharing
becomes a necessity for effective management. The intelligence of an organisation
does not reside in top management only. Instead it comes from harnessing
organisational intelligence: the gathering of all knowledge from all members. The
effective use of quality circles can therefore help an organization to meet the goal of
delivering high quality services to its customers.

CONCLUSION
Quality Circles 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. If
lucratively implemented in the field of Library and Information Science the results and
conclusions will not only be amazing but it will also help us to stumble on out our own
lacunae and design a better system. The P.W.D. of Maharashtra has set an example for
the Government organisations marching on the path of Quality Improvement. The circle
is a relatively autonomous unit (ideally about ten workers), usually led by a supervisor or
a senior worker and organized as a work unit."
Under ideal circumstances these voluntary groups of problem solvers focus on
measurable indicators of quality that impact the company's costs, productivity, or other
business interests. Such indicators are usually industry- or process-specific. So, for
example, quality circles at a manufacturing company might focus on finding ways to
minimize product defects, as measured in the amount of product with a particular defect
per thousand or million; meanwhile, those at an insurance company might seek
methods to reduce the frequency of billing errors.
Quality Circles are not limited to manufacturing firms only. They are applicable for
variety of organizations 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. The P.W.D. of
Maharashtra has set an example for the Government organizations marching on the
path of Quality Improvement. Quality Circles can work very well in the correct
environment. Commitment and long-term effort are required if the Circle is to be
effective.
By organizing the workforce into Quality Circle type teams, not only can the
Quality Circles tackle and solve work related problems, there follows a transformation in
job design. Managers begin to increase their trust of their staff, in turn the staff
increases their respect for their managers and this continues progressively until a full
state of self-management is reached. At some stage in this process, the teams progress
beyond solving problems and move towards the phase of making continual process
improvements. In those countries where this has been allowed to happen, there has
been no limit to this development process.
Hence, this concept demonstrates how people can effectively become involved in the
success of an organisation through the development of self- control in `small group' type
activities. These activities can be organised in several different ways, and can include
task force operations, value analysis teams, value engineering, project groups, action
centered groups, 5S Housekeeping activities, Total Productive Maintenance (TPM) etc.
Each plays a different but important part in participative activities. True `self- control' can
only be introduced through Quality Circle type activities.

Bibliography
Allender, Hans D. "Using Quality Circles to Develop an Action Plan Required for
Leading Organizations." Industrial Management. September-October 1992.
Gregerman, Ira B. Productivity Improvement: A Guide for Small Business. New York:
Van Nostrand Reinhold, 1984.
Gryna, Frank M., Jr. Quality Circles: A Team Approach to Problem Solving. AMACOM,
1981.
"New Rules on Employee Involvement." Industry Week. February 1, 1993.
Noble, Barbara Presley. "Worker-Participation Programs are Found Illegal." New York
Times. June 8, 1993.
Ross, Joel E., and William C. Ross. Japanese Quality Circles and Productivity. Reston
Publishing Company, 1982.
Uchitelle, Louis. "Workers Seek Executive Role, Study Says." New York Times.
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www.mahapwd.com/isoandqualitycircle/qc.htm
www.indianmba.com/Faculty_Column/FC150/fc150.html