The quality circles begun in Japan in 1960s. The concept of quality circles is based on the participating style of management. It assumes that productivity will improve through an uplift of morale and motivations which are in turn achieved through consultation and discussion in informal groups. One organizational mechanism for worker participation in quality is the quality circle. It is typically an informal group of people that consists of operators, supervisors, managers and so on who get together to improve ways to make the product or deliver the service.
According to Juran, quality circle defined as “a group of work force level people, usually from within one department, who volunteer to meet weekly (on company time) to address quality problems that occur within their department.”
Quality circle members select the problems and are given training is problem-solving techniques. A quality circle can be an effective productivity improvement tool because it generates new ideas and implements them. Where the introduction of quality circle is capably planned and where the company environment is supporting they are highly successful.
The benefits fall into two categories: those are measurable saving and improvement in the attitudes and behavior of people. Quality circles pursue two types of problems, those concerned with the personal well being of the worker and those concerned with the well being of company.
Benefits of QC
The most important benefit of quality circles is their effect on people’s attitudes fall into three categories:
Quality circles, as a management tool, are based on the following basic principles of people:
Motivational methods are not enough for successful quality circle programs. Management support, technical knowledge, and statistical procedures are essential.
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