Meaning of Quality Circles:

Conceptually Quality Circles can be described as a small group of employees of the same work area, doing
similar work that meets voluntarily and regularly to identify, analyse and resolve work related problems.

This small group with every member of the circle participating to the full carries on the activities, utilising
problem solving techniques to achieve control or improvement in the work area and also help self and
mutual development in the process.

The concept of the Quality Circle is based on “respect for the human individual” as against the traditional
assumption based on suspicion and mistrust between management and its employees.

Quality circles built mutual trust and create greater understanding between the management and the
workers. Cooperation and not confrontation is the key element in its operation. Quality Circles aims at
building people, developing them, arousing genuine interest and dedication to their work to improve
quality, productivity, cost reduction etc.

Thus we can say that a quality circle is a group of 5 to 8 employees performing similar work, who
volunteer themselves to meet regularly, to identify the cause of their on-the-job problems, employ
advanced problem-solving techniques to reach solutions and implement them.

The concept is based on the premise that the people who do a job everyday know more about it than
anyone else and hence their voluntary involvement is the best way to solve their work related problems.

The Quality Circle concept provides an opportunity to the circle members to use their wisdom, creativity
and experience in bringing about improvements in the work they are engaged in by converting the
challenging problems into opportunities and it contributes to the development of the employees and in
turn benefits the organisation as well. The concept encourages the sense of belongingness in circle
members and they feel that they have an important role to play in the organisation.

Characteristics of Effective Quality Circles:

1. The atmosphere should be informal, comfortable and relaxed. The members should feel involved and
interested.

2. Everyone should participate.

3. The objectives should be clear to the members.

4. The members should listen to each other.

5. The group should feel comfortable even when there are disagreements.

6. The decisions should generally be taken by a kind of consensus and voting should be minimum.

7. When an action is required to be taken, clear assignments should be made and accepted by all the
members.

8. The leader should not dominate the group. The main idea should not be as to who controls but how to
get the job done.

9. Until a final solution is found and results are attained feedback is necessary.

Objectives of Quality Circles:

Some of the broad objectives of the Quality Circle are:
(i) To improve quality, productivity, safety and cost reduction.

(ii) To give chance to the employees to use their wisdom and creativity.

(iii) To encourage team spirit, cohesive culture among different levels and sections of the employees.

(iv) To promote self and mutual development including leadership quality,

(v) To fulfill the self-esteem and motivational needs of employees.

(vi) To improve the quality of work-life of employees.

Implementation of Quality Circles in an Organisation:

For the success of Quality Circle programme, following actions are necessary in the
Organisation:
(a) Few managers representing production, quality control, design, process planning form the Quality
Circle (Q.C.) steering committee. This acts as a policy making body and will monitor the Q.C. in the
Organisation.

(b) Top management must attend the orientation courses designed for them.

(c) A committed top and middle management is necessary.

(d) A facilitator must be appointed, who serves as a link between top management, Q.C., steering
committee, middle management circle leaders and circle members. Facilitator will coordinate training
courses; get the support from all concerned including top management Q.C., steering committee, circle
leader and circle members to help the circle leader in conducting the meetings, and to provide necessary
resources.
Rules for Quality Circles:
(a) Each member can contribute an idea on his turn in rotation.

(b) Each member offers only one idea per turn regardless of how many he or she has in mind.

(c) Not everyone has an idea during each rotation, when this occurs just say “Pass”.

(d) No criticism or comments should be passed on the ideas being contributed by the member whatever
old it may look to be, welcome their ideas.

(e) During brain-storming, no evaluation of suggested idea should occur. This applies equally to leader,
phrases such as “We have tried it before”, “Impractical”, “Well” “May be it would work”. “Doubtful”, “Very
good” etc. should not be uttered.

(f) Members can vote by raising their hands.

(g) Only supporting votes are taken. Votes against the ideas are not allowed.

(h) The time allotted for brain-storming session should be variable. The length of time that can be spent
profitably will vary widely with nature of problem and the group itself. As a general practice, one hour is
probably the minimum.

(i) While members give their ideas, they are recorded by the Recorder on a large sheet.

(j) It is often helpful to set a goal originally, i.e. Let us start for 30 ideas.

(k) When all members say “pass” then the first phase of brain-storming session is over. This means all
ideas have been exhausted.

(l) Now all the ideas recorded on the sheet are displayed.

(m) These massive number of ideas are then narrowed down by the process of voting. The voting
technique works because the members are experts in their areas. Members vote on each idea. The leader
records each vote next to the idea.

(n) Members can vote for as many ideas as they feel have value. Only supporting votes are taken.

(o) Leader draws a circle around those ideas that receive the most votes. The members thus find that many
of the top ideas will be so identified.

(p) Now the members can focus on a few important ideas instead of being somewhat confused by a large
number of them. These few important ideas are voted on to give ranking to the circle ideas. Leader writes
the ranking number beside each idea that has been circled.
(q) A member can ask for voting on any idea and argue for or against it. Others can join, if they wish. Only
when the discussion has finished then the voting take place.

Idea ranked in the session can then be taken up for analysis or solution later on.

Duties of Circle Leader:

For the success of Quality Circles, circle leader must have following duties:
(i) He must assume the responsibility of guiding the members.

(ii) He must make his members sure about what is going on.

(iii) He must channelise the discussions.

(iv) Every member is allowed equal opportunity.

(v) Specific task be assigned to each member.

(vi) He must work in coordination with facilitator.

Steps for Setting up Quality Circles:

For starting Quality Circles in an organisation, following steps should be taken:
(i) First of all Managers, Supervisors and Foremen must be made to understand the concepts and
activities of Q.C.

(ii) Management’s total support and commitment should be made known to everyone in the organisation.

(iii) Steering committee is formed with the top management personnel to give direction to Quality Circle
activities.

(iv) A facilitator (or sometimes known as promoter) is selected from the senior management level, who
will serve as coordinator and advisor to the circle.

(v) Supervisor and foreman are then trained to act as Q.C. leaders.

(vi) Members of each circle must be selected from the persons who are doing similar type of work or
belong to the same department or section.

(vii) Membership to the circle is voluntary.

(viii) First few meetings of the circle are held with a view to train them.

(ix) To start with, only one to two circles should be formed in an organisation, and then increase the
number gradually as more and more experience is gained.
(x) Meetings must be held regularly, may be once in a week initially and once in a month on completion of
basic training of members.

(xi) Everyone’s suggestion or problem matching with the circle’s objectives is discussed.

(xii) Total participation of team members must be encouraged.

(xiii) Recommendations of the circle must be considered and decisions should be taken without delay.

Benefits of Quality Circles (Q.C.):

1. Through the forum of Q.C. the chronic problems-of organisations which really create hurdles in work
get resolved by the grass root employees of organisation, whose knowledge and experience otherwise is
not fully utilized.

2. With such a capable work force, any organisation can easily undertake more difficult and challenging
assignments for its growth and profit.

3. As the employees gain experience they take more challenging projects, in due course they undertake
projects on cost reduction, material handling, quality improvement, preventing wastage, improving
delivery schedule, improving customer service, improving inspection and test methods, preventing
accidents improving design and process etc.

4. Cost reduction.

5. Increased productivity.

6. Improved quality.

7. Better communication.

8. Better house-keeping.

9. Increased team work.

10. Smooth working.

11. Better mutual trust.

12. Greater sense of belongingness.

13. Increased safety.

14. Better human relations.