A quality circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. This concept was first introduced in Japan in the 1960s and gained popularity in the 1980s.
What is a quality circle?
A quality circle is a group of workers who meet regularly to identify, analyze and solve work-related problems. The group consists of minimum three and maximum twelve members, and is usually led by a supervisor or manager. The objective of a quality circle is to improve the performance of the organization and motivate employees.
History of quality circles
The first company in Japan to introduce Quality Circles was the Nippon Wireless and Telegraph Company in 1962. By the end of that year, there were 36 companies registered with JUSE (Union of Japanese Scientists and Engineers). The movement built on work by Dr. W. Edwards Deming during the Allied Occupation of Japan, for which the Deming Prize was established in 1950.
Key features of quality circles
Quality circles are typically more formal groups. They meet regularly on company time and are trained by competent persons (usually designated as facilitators) who may be personnel and industrial relations specialists trained in human factors and the basic skills of problem identification, information gathering and analysis, basic statistics, and solution generation.
Topics for quality circles
Typical topics for the attention of quality circles are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
The role of facilitators
Facilitators are personnel and industrial relations specialists trained in human factors and the basic skills of problem identification, information gathering and analysis, basic statistics, and solution generation. They are responsible for training quality circle members and guiding the group through the problem-solving process.
Advantages of quality circles
Quality circles have the advantage of continuity; the circle remains intact from project to project. This allows for a sense of ownership and responsibility among members, as they work together to solve problems and implement solutions.
Limitations of quality circles
Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered).
Examples of quality circles
Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes.
FAQ
What is the typical size of a quality circle? A quality circle typically consists of minimum three and maximum twelve members.
Who leads a quality circle? A quality circle is usually led by a supervisor or manager.
How often do quality circles meet? Quality circles meet regularly on company time, typically once a week for an hour.