QUALITY CIRCLEIntroduction:

“A quality circle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor (but they can elect a team leader), who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management.”[1]

“A Quality Circle is volunteer group composed of members who meet to talk about workplace and service improvements and make presentations to their management with their ideas.” (Prasad, L.M, 1998)[2]

The term ‘Quality Circles’ derives from the concept of PDCA (Plan, Do, Check, Act) circles developed by Dr. W. Edwards Deming.

It is based upon Human Resource Management considered as one of the key factors in the improvement of product quality and productivity. It has 3 major attributes:

Quality circle is a form of Participative Management. Quality circle is a Human Resource Development Technique. Quality circle is a Problem Solving Technique.

History:

Quality circles were first established in Japan in 1962; Kaoru Ishikawa has been credited with their creation. The movement in Japan was coordinated by the Japanese Union of Scientists and Engineers (JUSE). The first circles were established at the Nippon Wireless and Telegraph Company but then spread to more than 35 other companies in the first year.[5] By 1978 it was claimed that there were more than one million quality circles involving some 10 million Japanese workers. They are now in most East Asian countries; it was recently claimed that there were more than 20 million quality circles in China.

Quality circles have been implemented even in educational sectors in India, and QCFI (Quality Circle Forum of India) is promoting such activities. However this was not successful in the United States, as it (was not properly understood and) turned 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.

There are different quality circle 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 vital cause,

Process Mapping, Data gathering tools such as Check Sheets and graphical tools such as histograms, frequency diagrams, spot charts and pie charts

Objectives of Quality Circles [3]:

Promote job involvement Create problem solving capability Improve communication Promote leadership qualities Promote personal development Develop greater awareness for cleanliness and safety Improve morale through closer identity of employee objectives with

organization’s objective Reduce error Enhance quality Inspire more effective team work Promote cost reduction Build an attitude of problem prevention Develop harmonious manger, supervisor and worker relationship Improve productivity Increase employee motivation Reduce downtime of machines and equipment

Quality Circle Forum of India [4]:

Quality Circle Forum of India came into existence in April 1982, as a non-profit, nonpolitical, national professional body with the purpose of creating an environment for active involvement and participation in every area of human endeavor.

QCFI enlarges the scope to develop the total quality people and to improve quality of life through the concepts and philosophy of quality with QC as an essential and integral part. Quality encompasses all the existing and emerging concepts relevant to quality.

QCFI is recognized as the institution representing The Quality Circle Movement In India and has represented the country in several international forums. The organization has successfully implemented Quality concepts under the TQM umbrella across several industry verticals who have experienced a phenomenal enhancement of their work processes and productivity after implementation of Quality concept tools.

QCFI represents India in the 13 nation International Committee that has been set up for organizing International conventions on Quality Concept Circle, annually. To date, QCFI has organized two International convention in India. In addition, chapter convention and National convention are held every year where members present case studies and technical papers are discussed by leading Quality Concept Practitioners.

Shared Vision

Quality Circle Forum of India shall be a national centre for propagation of quality concepts and philosophy with special focus on Quality Circles for promoting material, human and spiritual level of people.

Mission

To impart training, knowledge and practice of Quality concepts and philosophy with special attention to Quality Circles to organizations and people of our nation to face challenges and achieve success in this fierce competitive world.

To disseminate, share and keep abreast in the knowledge of Quality concepts.

To create Total Quality People.

On 31st December 1982 the Quality Circle Forum of India was registered as a non-profit and non-political organization under AP Public Society’s Act with following Objectives:

To act as the nodal body for approving implementation of Quality Circle and other related concepts in organizations

To function as a common forum for discussion and dissemination of information related to Quality Circle and other quality concepts as part of TQM

To assist both individuals and organizations to launch and operate Quality Circles integrated with TQM

To sponsor research programs to further these concepts. To improve, enrich and uplift the quality of work life and provide

opportunities for self-development of members of the Quality Circle To form chapters representing the QC forum and lay down policy

guideline and procedures for their management, administration and proper functioning.

To cultivate and promote a high standard of ethics amongst its members To associate with other National and International organizations engaged

in similar pursuits

History

Quality Circle concept was first introduced by BHEL, Ramachandrapuram Hyderabad in the year 1980 in India with the initiation of Mr. S.R. Udpa - GM-Operations. He received the needed support from senior management of BHEL headed by Mr. Madhav Rao. Mr. K.L. Puri, Chairman and Managing Director of BHEL also encouraged this concept by his active involvement.

Prof. V. Narayana of Indian Statistical Institute (ISI) of Hyderabad too had knowledge about concept of Quality Circle and ISI, also had presentation material available on the concept. With the help of this material, programmes were conducted in various places.

Dr.R.C.Agarwal, President, JK Jute Mills Ltd., initiated workers participation in management in 1977. In 1981 he heard about Quality Circles and got in touch with JUSE who directed him to Mr. S.R. Udpa. On his invitation Mr. S.R. Udpa twice visited Kanpur, out of which once with BHEL Quality Circle members. Then M/s JK Jute Mills Ltd., started the QC movement in 1982. Later on, they with the help of Asian Productivity Council invited Mr. Ichiro Miyayuchi of JUSE. Dr.Gaur Hari Singhania and Mr. Ramapati Singhania also took keen interest and with Miyayuchisan's training it was firmly institutionalised in M/s JK Synthetics Ltd. and M/s JK Jute Mills Ltd.

Dr. A. N. Saxena who was the Director General of National Productivity Council also got interested in the concept of Quality Circle and got associated with this movement. Thus Quality Circle movement started spreading in India in a small way.

In fact world over most of the countries became aware of this concept only in 80s, even though Japanese had been practicing it from the 1960s. Of course, South Korea and Taiwan introduced it much earlier with the help of Japan.

Founding Directors Of The QCFI:

Prof V. Narayana Shri A.N. Mathur Dr. N. Bhagwandas Shri P.S. Thilak Shri M.K. Ramananda Shri S.R. Udpa Shri K.L. Chugh Shri T.V. Balakrishnan Shri D.V. Narke Shri M. Varadarajan Shri C.S. Srinivasan Shri S.A. Srikantaiah Shri A. Madhava Rao Dr. B.G. Sastry Shri M.C. Gupta Shri S.V. Kelkar Dr. A.N. Saxena Shri S.A. Chandran Dr. R.C. Agarwal

Structure of Quality Circle [5]:

1. Members: Members are the basic element of the structure of QC.

Top management

Steering Committee

Coordinator

Facilitator

Leader

Member

Voluntarily join other employees of the same work area or those engaged in similar type of work to become members of QC , and participate in small group activities.

Contribute towards building of a cohesive group culture through which they try to achieve the highest standards of performance.

Take part in management presentations.2. Leaders:

Leader is choosen by the members from amongst them. He may be foreman / supervisor/ charge man or any other member. Member can decide on the leader for each project. Leader is responsible for the effective performance of his circle. He must be prepared to face challenge to his ideas.

3. Facilitator Facilitator is usually a manager of the shop/ department/ section. He is responsible for guiding and directing the activities of the quality

circle in his area and enthuse other executives to get involved in supporting quality circle activities.

He publishes the concepts , enlist volunteer members, providing training for members.

4. Coordinator Coordinator also acts as facilitators is an individual responsible for

coordinating and directing the quality circles activities within an organization and carries out such functions.

5. Steering Committee Apex body at the highest level of the unit / division which oversees the

functioning of quality circle in the unit/ division and serves as an advisory body for quality circle.

PURPOSE OF STEERING COMMITTEE :- Identify overall quality circle objectives. Encouraging quality circle activity by providing plan resources to

make circle activity possible. Authorizing circle actions as well as establish policies and

guidelines. Suggest areas for suitable quality circle attention.

6. Top Management 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

Stages of Adoption [5]:

The quality circles programme has to be introduced very cautiously with care. So, that it can receive the acceptability and appreciation of one and all.

This program can be adopted in the following stages:

1. 1. EVALUATION OF FEASIBILITY

A study of the organization is first necessary to understand its culture and general health, so as to determine the practical feasibility of introducing circles.

It is advisable to call in an outside consultant or agency to carry out the evaluation in an unbiased manner.

2. GENERAL AWARENESS PROGRAMMES

Before circles can be started, people in the introducing this idea at all levels have to made aware about it.

This awareness exercise may consist of informal discussions in suitable groups, talks to large gatherings, seminars, distribution of brochures and publicity literature on QCs, prepared in the local languages of workers , slide shows , video shows and films.

3. PLANNING AND ORGANISATION OF CIRCLES

Having created the necessary awareness amongst all personnel, the areas in which circles are to be immediately formed are decided and accordingly, leaders and facilitators are chosen and a steering committee is formed.

It should be made explicitly clear that circles are not substitutes for the task, plant council or suggestion scheme.

They are voluntary not management inspired or management nominated.

4. ORIENTATION OF FACILITATORS AND LEADERS

It is necessary to impart suitable guidelines to facilitators and instructions and training to leaders regarding the operation of circles.

This can be arranged in groups either by the experienced and senior staff of the company or by an outside consultant.

5. ADOPTION OF CIRCLES

The leader of the circles can informally discuss the probable points or problems to be taken up and prepare the agenda in advance. Efforts should be made to select and discuss such problems which can bring out the innovative ability and potential capacity of workers.

All required help in the form of data, documents, reports, assistance for analytical study by other knowledgeable staff or training inputs from outside experts should be made available to circles as per their requirements

6. MONITORING AND REVIEW OF ACTIVITIES

The suggestions and recommendations given by the QC from time to time , have to be studied and appropriate actions taken for their speedy implementation.

It has to be ensured that QC once started, function smoothly and perform well for which cooperation from all concerned must be available.

How Do Quality Circles Operate? [3]

1. Appointment of a steering committee, facilitator and QC team leaders.2. Formation of QCs by nomination/voluntary enrolment of QC members.3. Training of all QC members (by an expert consultant).4. Training of non-participating employees (by an expert consultant).5. Problem data bank and identification of problems for QC work.6. QC problem resolution by QCs through standardized techniques.7. Presentation of QC solutions to management.

8. Evaluation of award/recognition.

Conclusion:

Quality circle is implemented to all organization where there is scope for group based solution of work related problems.

Qc is aim to achieve the objectives basically through development of people, the most important asset of an organization.

QC helps in Self-development, Promoting leadership qualities among participants, Achieving satisfaction, Promoting group/team work, Serves as cementing force between management/non-management groups, Promoting continuous improvement in products and services, and Brings change in environment of more productivity, better quality, reduced costs, safety and corresponding rewards.