Quality Circle: Meaning, Features, Objectives, Techniques and Benefits

In fact, it is a practical application of McGregor’s Theory ‘Y’ that if given the right environment and decision making power, people will enjoy and take pride in their work thus leading to enrichment of their work life.

Quality circle is a small group of employees in the same work area or doing similar type of work who voluntarily meets regularly for about an hour every week to identify, analyse and resolve work related problems. The objective is to improve quality, productivity and the total performance of the organisation and also to enrich the quality of work life of employees.

Learn about:- 1. Meaning of Quality Circle 2. History of Quality Circle 3. Concept 4. Philosophy 5. Features 6. Objectives 7. Organisation Structure 8. Steps 9. Techniques 10. Benefits 11. Limitations.

Quality Circle: Meaning, History, Concept, Philosophy, Features, Objectives, Structure, Techniques, Benefits and Limitations

Quality Circle – Meaning

Quality circle is a people building philosophy based on the premise that an employee doing a particular job is biggest expert of that field and thus is in a better position to identify, analyse and resolve the work related problems through their innovative and unique ideas. In fact, it is a practical application of McGregor’s Theory ‘Y’ that if given the right environment and decision making power, people will enjoy and take pride in their work thus leading to enrichment of their work life.

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By solving their work related problems, the employees reduce the rejection rate, rework and thus their mental tensions are reduced, enabling them to work with total commitment and dedication.

It is a voluntary group of employees, who are doing the same or similar type of job, meet together on a regular’ basis to identify, analyze and solve their work related problems leading to improvement in their work, performance and- enrichment of their work life. The number of circle members could vary from 5 to 15 but the ideal size of a circle is 7 or 8 members. The number of members should be such that the circle is effective.

The size should not be so high that every member cannot have sufficient time and opportunity to participate and contribute. The quality circle members must be from the same work area so that the problems they identify will be familiar to all the members for effective participation.

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It is a small group of employees in the same work area or doing similar type of work who voluntarily meet regularly for about an hour every week to identify, analyse and resolve work- related problems not only to improve quality, productivity and the total performance of the organisation, but also to enrich the quality of work life of employees. There is a misconception that quality circles and task force are one and the same. But a quality circle is not task force and the former is broader than the latter.

A task force is a group of most skilled employees selected and appointed by management, engaged in various functions with an orientation to problem-solving. The quality circles are voluntary associations of workers of the same work place. Quality circles involve people in solving problems and tap their brain power effectively.

A task force is appointed by the management for problem solving whereas quality circle is a voluntary association of workers of the same workplace. While quality circle is formed to improve quality of products/services, productivity and reduce cost of production, it also satisfies the psychological need for self-esteem and recognition of the workers. Members of the quality circle jointly discuss and identify the problem, analyse them thoroughly and recommend solutions.

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Set up of Quality Circle:

1. Non-members are the persons who help in implementing the recommendations made by the quality circle members.

2. Members are the main players in the programme and they participate in the meetings, express their ideas and develop solutions to the problem.

3. Leader is elected by the members and the line manager may act as the leader of the quality circle.

4. Facilitator is a link between the quality circle leader and the steering committee and his duties include co-ordination, training of members, initiating forming of quality circle, provide feedback to steering committee and act as an evaluator.

5. Steering committee, the apex body operating at plant level, responsible for formulating objectives and providing resources to quality circle members.

6. Top Management, the decision making body, consisting of chief executive officer, general managers and other senior managers provides support and encouragement to quality circles.

Quality Circle – History of Quality Circle from Second World War to Present

The quality circles owe their origin to Dr. Kaoru Ishikawa, a Japanese Scientist, who conceptualized and implemented quality circles for improving productivity in Japan. The Japanese realized that the involvement of their employees at the gross roots level would give the necessary fillip to achieve better quality standards. A massive training programme was organised for workers, foremen and supervisors, to improve the quality of work as well as to improve the productivity of the organisation.

The Second World War devastated all industries and Japaneses had to build up their economy from the scratch. To improve the image of the nation, Gen. Douglas McArthur, in command of the allied forces in Japan at that time, requested the United States Government to send management experts to help the Japanese rejuvenate their industries.

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An eminent expert on Statistical Quality Control Techniques of the United States, Dr. Edward Deming, was sent to Japan from 1948-1950 to train the Japanese management personnel. Then during 1954-55, another famous management consultant, Dr. Juran visited Japan to lecture on ‘Quality Management’. He preached that quality begins at the stage of designing and ends after satisfactory services to the customers. ‘Total Quality’ becomes more important for the success of any organisation rather than quality during the stage of only manufacture.

The Japanese Government was deeply satisfied with the achievements of Dr. Deming and Dr. Juran and it followed various programmes on Quality Control, statistics and other related subjects. The image of Japanese industries improved with these programmes. The Quality Circle movement started gathering momentum. Many people were involved, and most of them were supportive to the movement. The nation strived to improve its quality image and productivity.

Thus the concept of quality circles was evolved and adopted in Japan in the early 1960s as a result of compulsion of circumstances at that time. Much of the success of the Japanese industry can be traced to the efforts of Japanese Union of Scientists and Engineers (JUSE).

With the successful execution of quality circles in Japan and U.S.A., many other countries also adopted Quality Circles as a tool to improve their quality of work life. Now many countries of the world (like Norway, Sweden, Brazil, Canada, France, U.K., Singapore, Korea, Taiwan, Holland, China, Russia) have accepted quality circles as a very effective instrument for improving the total performance of any organisation.

Quality Circle – Concept to Make Quality Circle Process Effective

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The concept of quality circles has emerged from quality control. Quality circles are quite popular in Japan and U.S.A. India also attempted to implement quality circles in many of its organisations. Quality circles involve people in solving problems and tap their brain-power effectively. People and their brains are the most precious resources for any organisation.

Every business organisation wants to improve their productivity, but not at the cost of their people, rather at the expense of wasted time, unnecessary work and products of poor quality. Quality circles involve minds and hands of the people who work for the organisation.

People working in the production floor can cut the wastages because only they know their jobs well, better than anyone else. They will use more of their untapped brainpower, if they see working cooperatively can improve communication and quality, cut the wastages and eventually give more job satisfaction and enjoyment.

Quality circles provide a future-oriented approach. They seek high quality products in the current production run and in the future. They look at imperative issues such as – quality improvement and organisational performance. The employees come together voluntarily to form associations to contribute to the organisation.

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The following concepts should be followed to make the quality circle process more effective:

a. Persuasion by all the parties concerned that there is more than one way to solve a problem successfully.

b. Encouragement of all the members to clarify and build on each other’s ideas.

c. Periodic summarizing of the activities by the leader or by the member to ensure common understanding.

d. Avoidance of heated arguments in favour of one particular position. In other words full-throated eloquence should not be a substitute for clarity and logic.

e. Avoidance of such techniques as majority vote and division to obtain group agreement.

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f. Promotion of constructive disagreements in place of dodging arguments in search of artificial state of harmony.

g. Suspicion of agreement that comes to quickly and easily. Circle leader who is also a supervisor must constantly beware of the influence of the supervisory position.

Every organization must provide for the participation of the work force in solving quality problems. One approach makes use of Quality Circles. A more revolutionary approach involves self-managing teams.

(a) Recognizing and rewarding worker’s efforts even if recommendations are not adopted. Giving workers increased discretion and self-control to act on their recommendations is an excellent reward.

(b) Offering monetary rewards through the suggestions program.

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(d) Establishing a system for circle’s to expand into cross-functional teams when it appears to be a logical step. Circle may become ‘fatigued’ when they have accomplished about all they can by themselves and see the need to work with their internal suppliers and customers.

(e) Training of middle managers in circle tools and techniques so they can ask their subordinates the ‘right questions’ and not to the ‘outsiders’. These tools are also useful for the managers’ own process.

(f) Addressing middle management resistance when diagnosed. Typically, management is concerned about a loss of authority and control.

(g) Measuring effectiveness by focusing on the quality of the process- e.g., the training, the group discussion process, the interpersonal relationship, supervisory leadership style- rather than outcomes.

The resources may include the following:

i. Personnel with appropriate skills.

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ii. Infrastructure

iii. Equipment for design/development manufacture and inspection without proper resources producing quality product will remain a dream.

Quality Circle – Philosophy of Quality Circle Activities

The philosophy of quality circle activities, involves the following:

1. Contribute to the development and improvement of the organization,

2. Respect humanity and build a happy bright work shop which is meaningful to –

(i) People not treated as a part of machinery, but as human beings engaged in meaningful jobs and exposing their full potential

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(ii) Employees use their wisdom and creativity in work they are engaged.

(iii) Employees develop their ability through an opportunity to use their brains.

(iv) Employees are not isolated from each other and act as a group creating harmonious human relations based on bonds of brotherhood in the workshop.

(v) Employees mutually educate themselves by sharing an experience.

(vi) Employees are given due recognition by all.

3. Display of human capabilities fully and eventually draw out infinite possibilities.

4. It promotes job involvement and participation

5. In short, it is a people building philosophy.

Quality Circle – 8 Key Features: People Building Philosophy, Voluntary Group, Participative Program, Supportive Management and a Few Others

The key features of quality circles are as under:

1. People Building Philosophy – A quality circle is a homogeneous group. The number of employees in a quality circle is between six to ten and they generally come from a particular area. It consists of small group of persons who normally work at the same place and perform similar work. Every member and the management have the sincere desire to help others to grow and develop. They must look out for the development and growth of everyone working in the organisation.

2. Voluntary Group – No coercion or pressure is brought on any member to join or not to join. Nor can any member be barred from joining quality circles. Quality circles are voluntary associations of persons having common cause. Members must understand that quality circles are formed for their benefit—they are completely free to take or not to take advantages of it.

3. Participative Program – Quality circles represent collective effort. Every one working in the organisation must get a chance to say what is in his mind. Everyone should have interest and value for the projects chosen for quality circles. The circle as a whole should receive recognition for any achievements accomplished by it.

4. Supportive Management – Quality circles need the encouragement to grow and mature. Management must be willing to give support, advice and also some commitment in the beginning. Members normally meet once in a week for about one hour in consultation with the manager. Each quality circle is managed by an elected leader and the manager/supervisor may act as the leader.

5. To Improve the Performance – Collective and participative efforts must result in the improvement of quality, productivity and performance. Cost and wastage must be reduced as a result of quality circles. The whole organisation must gain both quantitatively as well as qualitatively.

6. Enrichment of Worklife – Apart from team culture and attitudinal changes, the quality circles must result in improved working environment, happier relations and greater job satisfaction.

7. To Identify and Resolve Work Related Problems – Members of quality circles identify their problems through brainstorming sessions. Then they start analysing the problems through statistical quality control techniques and problem solving methods. A unique feature of Quality Circles is that they do not pass on the decision without interacting with other levels of functional agencies.

8. The focus is on quality related problems.

Quality Circle – 7 Important Objectives

The important objectives of quality circles are:

(i) To develop, enhance and utilise human resources effectively;

(ii) To improve quality of products/services, productivity and reduce cost of production per unit of output;

(iii) To satisfy the workers’ psychological needs for self-urge, participation, recognition etc., with a view to motivating them. Accomplishment of this objective will ensure enhancement of employee morale and commitment;

(iv) To improve various supervisory skills like leadership, problem solving, inter-personal and conflict resolution; and

(v) To utilise individual imaginative, creative and innovative skills through participation, creating and developing work interest, including problem solving techniques etc. Achievement of these objectives effectively requires the use of certain techniques.

(vi) To make use of the knowledge and skills of the workers.

(vii) To develop good relations between workers and managers and create cordial industrial relations.

Quality Circle – Organisation Structure (With Role of Different Elements of Quality Circle)

There is no need to form a separate organisation structure for the quality circles. Most of the functions performed by quality circles constitute normal work of the business and can be carried through normal channels of the organisation. There will occur more advantages when people work with the same group of people under the same chain of command than to create new positions or form new department.

Even though the formal organisation is recommended, but quality circles does create an informal organisation to carry out many functions of their program. Many people get involved in the program and they play different roles in the projects.

The typical organisation structure of quality circles consists of non-members and members. The hierarchy in an organisation is at seven levels starting with non-members, members, leader/deputy leader, facilitator, departmental/steering committee, coordinating agency and the top management.

They meet on regular basis to identify the work centre problems and develop solutions to these problems. Normally quality circles meet in a free period i.e., at the lunch hour or after the factory hours. The meetings are loosely structured and often begin with a brainstorming session to identify, analyse and resolve work problems being experienced by the work centre.

The structure of quality circles is put in a simple ‘pyramid form’ and the role of different elements of quality circles is being discussed below:

1. Non-Members:

Quality circle is a voluntary association of persons and all the employees working in the organisation may not be initially volunteer to join the quality circles. So non- members (the employees who have not joined quality circles) do not involve themselves in the small group activities, but they are also important for the success of quality circles.

For any problem identified and resolved by the quality circles, it would become difficult for them to implement their own suggestions without the cooperation of the non-members. Non-members should be enthused to participate in quality circle activities and gradually change their attitudes and get inclined to join the quality circles for the betterment of their own accomplishments as well as the organisational goals.

2. Members:

Members are the heart of the quality circle program and proper use of their untapped brainpower is the key to its success. Membership is strictly voluntary and anyone who wishes to join should be welcomed. Members for quality circles can come from all parts of the society. There is no restriction on the membership. But the workers, foremen and supervisors are best suited for the formal membership of quality circles.

Members undergo a formal training and start meeting regularly to discuss work-related problems. They not only identify, analyse and solve the problems but also ensure implementations of the recommendations, even if it calls for interaction with other agencies or levels of management.

Members also contribute towards building a cohesive group culture through which they intend to achieve the highest standards of performance. Through their personal conduct and enthusiasm, members help in propagating the quality circles concept in other areas where they are yet to be launched.

The main activities of circle members include:

i. Regular attendance of meeting,

ii. Active participation in the discussion,

iii. Identification of issues deterring improvement,

iv. Analysis of issues/problems

v. Submission of suggestions for improving quality and solving problems arising in work related areas.

3. Leader/Deputy Leader:

The quality circle leader is elected by the circle members. He is responsible for the circle activities. Quality circle leaders are not expected to do all the work themselves but to involve all the members and sharing the task of getting things accomplished. If the leader is absent, then deputy leader ensures that all the meetings and other activities go on uninterruptedly.

Normally members themselves choose their hierarchical supervisor as their leader. Leaders help keeping the circle meetings on the right track by applying quality circle techniques to solve quality problems. The leader should have more positive and constructive attitude in order to get better response from the members. A healthy approach would be to have leaders and deputy leaders by rotation.

To have a high degree of individual involvement and participation, leaders should assign tasks to different members and give them necessary guidance. The leader ensures that every circle member is involved in circle activity with a high degree of enthusiasm and involvement. He also ensures disciple and decorum during the meetings and evolves consensus decision-making process. In short, “leader is one who knows the way, shows the way and goes the way.”

The main functions of the leader are:

i. Conducting meetings regularly

ii. Generating enthusiasm for circle activities.

iii. Acting as link between members and facilitators.

iv. Keeping the meetings on the right track.

v. Training members in problem solving techniques.

(iv) Facilitator – Facilitator is an important link between the quality circle leader and the steering committee.

4. Facilitator:

The facilitator is the coordinator, who really makes the program of quality circle going. He is the senior officer of the department where quality circles are working. He has a crucial role to play in making the quality circle operation a success. He is the one who has got the authority to take decisions himself on the basis of the recommendations made by the quality circles.

By virtue of being high in the organisation hierarchy, he ensures the proper implementation of the recommendations. Moreover, facilitator is the personification of the top management’s commitment and support to the activities of the quality circles.

Facilitator acts as a guide, counsellor, teacher and a catalyst to his group by extending support to the operations of quality circles. He also lends assistance and support to the leaders/deputy leader whenever required and helps in training the members. He should be able to develop confidence in the minds of quality circle members so that they can always bank upon him for any assistance that may be required.

The main duties of a facilitator are:

(a) Serving as a quality circle coordinator.

(b) Training members, leaders and management.

(d) Providing feedback to the steering committee regarding the proceedings and results of the quality circles.

(e) Helping the quality circles in preparing the presentations, visual aids etc.

(f) Acting as an evaluator and reviewer of the quality circle operations and programs.

(g) He should be successful in acting as a co-coordinator, coach, promoter, teacher and innovator.

(v) Steering Committee – This body is at the highest level that would be responsible for formulating the objectives and supplying the resources for he quality circle activities.

5. Departmental/Steering Committee:

Committees are formed to establish and approve the policies and programs of quality circles. The committee comprises of heads of major functions as members and the Chief Executive of the organisation as the chairman. The departmental/steering committee gives the approval to start the program and offer basic guidelines for the operation of quality circles. The committee also ensures proper implementation of circle projects and promote quality circle activities.

The steering committee’s function is to keep quality circles effective and on target. It ensures that the company does and will continue to support all circle activities and solutions. The doors for better communication between the management and the people actually doing the work gets open by the activities of the departmental committees. The employees get an opportunity to see how the management operates and help in the decision-making and problem-solving process within the organisation.

The steering committee/departmental committee takes an overview of the operations of quality circles as a whole. The committee seeks to identify the problem areas and suggest remedial action, on the basis of the report from the facilitator. The committee also takes decisions and gives policy guidelines for the healthy propagation of the concept of quality circles.

The committee also sanctions major programmes and financial support to give thrust to the promotion of the quality circles.

The main functions of the steering committee are:

(a) Providing training to the quality circle leaders.

(b) Arrangements of meeting halls and associates in the meetings.

(d) Making quality circle activities as part of the organizational goals.

The steering committee would take part in the top management presentation given by the quality circles and respond to circles recommendations expeditiously, they may also participate in annual social get- together.

(vi) Top Management – The top management in the quality structure consists of chairman and managing director, directors, chief executives, general managers and other top executives. Without the faith and commitment, support and encouragement from this top level the activity of the quality circles cannot be deemed to have complete support for the programme.

(vii) Coordinating Agency – The quality circle structure does not mean a separate department to look after its activities, a great deal of coordination is called for convening steering committee meetings, arranging management presentations, formulating budgets and disseminating relevant information on circles to the parties etc.

6. Coordinating Agency:

The coordinating agency organises the activities of the quality circles and ensures the continuity of its operations. Anyone who is committed to the concept of quality circle and is dynamic in approach could act as coordinating agency.

The co-ordinating agency organises the training programmes for the members as and when new circles are formed. It coordinates and evolves a consensus for norms to assess the performance of different quality circles and of different divisions. It also prepares a budget for the functioning of quality circles and submits the same to the Steering Committee for adoption.

The main functions of the co-coordinating agencies are:

(a) Preparing agenda and convening meetings for the steering committee.

(b) Presenting the report of quality circle activities to the steering committee.

(d) Co-ordination training programs and arranging seminars work shops

(e) Conventions and top management presentations frequently.

7. Top Management:

The involvement of top management in setting and implementing the quality circle program is very essential. No quality circle program can be successfully implemented without the support of top management. The program facilitator should invite top management to the program and present the best completed projects. He will involve the top management in the achievements of circle to gain its support and involvement.

The primary role of the top management is to extend visible support to the movement of quality circle by attending the major functions such as annual conventions, seminars; messages in newsletters etc. The top management should preside over its meetings for constantly overseeing the progress of the movement and sanction funds for the quality circles.

Quality Circle – Step Taken in Order to Introduce and Establish Quality Circles Programme

In order to introduce and establish a quality circle programme in an organization the following steps have to be taken:

1. Constitute a Steering Committee:

First of all a steering committee is constituted to develop and direct the quality circle programme in the organization. The committee usually consists of five to fifteen members. It lays down the objectives of the programme and formulates the policies that will guide the operation of quality circles.

These policies relate to the size of quality circles, functions and scope of circles, criteria for selection of members and leaders, frequency of circle meetings, type of management control for circles, non- circle member relations, evaluation of circles. The steering committee provides the physical infrastructure for the programme.

2. Select a Coordinator:

The steering committee selects a coordinator who will be responsible for the implementation of the quality circle programme. The coordinator should be a line executive.

3. Implement the Programme:

The coordinator will implement the programme under the supervision and guidance of the steering committee.

Following steps are involved in the implementation of the programme:

(a) Choose the name of quality circle – The name should reflect the objectives of the circle and it should project a good image of the circle. Unless the name is properly chosen workers may consider the circle as a management ‘gimmick’ to reduce cost.

(b) Explain the purpose and function – Explain the purpose and function of the circle to workers and union representatives. A short-term orientation/training programme may be organized for this purpose. A manual may be prepared and distributed for the guidance of the workers.

(c) Select facilitators – A facilitator serves as a technical consultant to the quality circle. He helps a circle in getting started and in overcoming its problems. He regularly meets the circle members and provides advice to them. A good facilitator should be able to train people.

(d) Selecting the leaders – A leader is chosen for each quality circle. The circle leader conducts the meetings and coordinates the activities of the circle. He is usually the regular supervisor of the circle members. He must possess problem-solving skills. His attitude should be of a guide rather than of a boss.

(e) Training leaders – The facilitators will train the circle leaders in conducting meetings and in solving problems. The leaders must be made to fully understand human relations skills.

(f) Circle meetings – Quality circle meetings are regularly held every week. Formal minutes should be kept to provide a permanent record of the issues discussed, responses generated, and decisions taken.

4. Monitoring Progress:

At regular intervals the results of the quality circle programme are carefully monitored. The shortcomings identified through such review are eliminated and the programme is refined.

Quality Circle – 3 Mainly Used Techniques: Brainstorming Processes, Cause and Effect and Sampling and Charting Methods

The quality circles use certain techniques to identify analyse and resolve problems; they are:

(a) Brain storming

(b) Data collection

(d) Cause and affect diagram.

(e) Line graphs

(f) Frequency distribution.

(g) Scatter diagram, and

(h) Histograms.

Among these the three techniques mainly used in discussing various problems at quality circles.

Technique # 1. Brainstorming Processes:

Under these techniques a complete and free environment is created where employees can voice all their worthy and stupid ideas. All these ideas are recorded seriously. This technique is useful to generate as many ideas as possible. Later, the plus and the minus points of each idea are discussed before taking final decision.

Technique # 2. Cause and Effect:

Members are asked to find out the causes for the identified problem. In this process they identify one important effect of this cause on the problem. Then they identify other causes and their effects. Charting out of those causes and effects resembles a fish bone diagram.

Technique # 3. Sampling and Charting Methods:

The quality circles observe the events and their consequences in the form of positive or negative results. They chart out all their observations either in sequence or in some other relationship, which gives a clear idea of the problem. These techniques will work effectively in attaining objectives only when the organization structure of the quality circle is sound and systematic. The following chart explains the various stages/steps in the process of quality circle and techniques used by the business organization in the present competitive and global word.

Quality Circle – Top 10 Benefit Derived from the Program of Quality Circles (Along with Some Benefits for the Members and the Organisation)

The program of quality circle is supposed to give many benefits to the business enterprise. Quality circles allow workers to participate, make suggestions and solve quality problems. Most of their suggestions get implemented without much hassle. The quality of the company’s products and consequent reputation of the company also increase with the working of quality circles.

The impact of quality circle activities is felt by both the company as well as the community. People enjoy the work in quality circles because their suggestions are accepted. Thus more harmony is created within the company and this is the secret of the success of a company adopting quality circles.

More specifically, following benefits are derived from quality circles:

1. Self-Development:

Every person who joins the quality circle program gets training to enhance his knowledge and skills. Training helps them to improve their abilities and promote success in other areas of life also. Quality circles are formed in those areas where people can work in a group.

So they develop the feeling of cooperation and mutual understanding while working with others. They learn to cope with personal differences and understand another’s view point while working cooperatively towards a common goal.

2. Job Satisfaction:

People get a sense of pride when opportunities are given to them to use their ideas and brain power. They get a sense of achievement and satisfaction when their ideas are considered and executed. They work with more enthusiasm while performing their jobs.

3. Reduction of Waste:

Quality can be achieved by cutting down the waste in material, labour and time. By working together and helping each other, these wastages can be avoided. By reducing/avoiding the waste, the cost of operations can be brought down considerably.

In today’s inflationary conditions, where cost of material and wages are rapidly increasing, it becomes imperative to reduce the cost and waste. Costly items can be referred to quality circles and they can be asked to reduce the cost without reduction in quality.

4. Improvement of Quality:

A quality circle is one of the best answers to solve problems and improve the quality image. Improving quality is a never-ending job. There is always a scope for further improvement. Consumers constantly demand better quality and a business has to come up to the expectations of consumers in order to survive and grow in the competing market. Quality always matter whether the deal is with the people, the process, the machine or the material. The basic idea underlying the establishment of quality circles is to improve the quality by the involvement of everyone participating in the organisation.

5. Improvement of Communication:

Good communication is very important for a working life. Quality circles improve communication through group activities which take place frequently. Poor communication can cause dissatisfaction and undue tension. It can lead to misunderstandings and confusion due to the mis-interpretation of the messages. In quality circles, people become more open-minded, they talk more about their problems and develop a positive working atmosphere.

6. Improve Participation:

Membership in a quality circle means a participative environment—an interaction with the work group. Participation encourages commitment of the employees in producing quality goods. The involvement of everyone working in the organisation gets involved and improve the operations of the enterprise. Everyone from top to bottom works towards a common goal i.e., success through quality.

7. Improvement in Productivity:

Quality circles have proved to be a valuable tool for increasing the productivity and improving the work quality by enhancing worker’s participation and job- satisfaction. Reduction of costs and elimination of waste/rejects also contribute towards the improvement in productivity. Japan, Germany and France are ahead of many industrial nations due to their adoption of quality circles as a means to improve their productivity.

8. Problem Solving Opportunities:

An excellent opportunity to solve many work problems is provided by quality circle programs. People get a chance to get together and think about their problems and then try to solve them through this program. People get more satisfaction when the ideas generated by them are used to resolve the organisational problems and conflicts.

9. Team Spirit:

A sense of team-spirit is inculcated among the group members working in the quality circles. While working with each other, a feeling of togetherness is created. They start helping each other. They start talking about business and other problems during lunch time. The teams become a strong force to combat growing competition and inflationary problems.

10. Reducing Absenteeism and Grievances:

Various studies have proved that there has been a remarkable reduction in absenteeism in the quality circle departments. People start enjoying the work and they prefer to come to the job rather than sitting at home. By linking all kinds of people together, the grievances of many employees get reduced. They start spending their time and energy on higher productivity and better quality by setting aside their minor differences. Thus quality circles help many companies in reducing their absenteeism and industrial grievances.

Some Other Benefits to Members and the Organisation:

Quality circles benefit both the members and the organization.

(i) Benefits for the Members:

(a) Satisfaction and self-esteem and esteem from others.

(b) Improved job satisfaction.

(d) Satisfaction of social and psychological needs.

(ii) Benefits to the Organization:

(a) Improvement in the job performance of members

(b) Development of solutions to the identified areas.

(d) Promotion of participative management culture and team work

(e) Generation of pride among members in doing a meaningful job

(f) Increased managerial effectiveness

(g) Development of problem solving- ethic in organization

(h) Development of harmony and mutual trust between members and Management.

Quality Circle – 6 Common Limitations: Resistance, Lack of Time, Lack of Ability, Lack of Management Commitment and a Few Others

Despite many advantages, quality circles have failed in many organisations.

The common limitation in initiating quality circle are as under:

Limitation # 1. Resistance:

In many companies, there is resistance on the part of employees to implement quality circles. People resist change fearing that they might have to treat people differently or listen to them more carefully. The wrong notions of the people about quality circles need to be cleared. People must understand the basic principles and techniques of quality circles to make the operation more smoother.

Limitation # 2. Lack of Time:

Many people feel that they are already so busy for their routine jobs and have no time for quality circle work. They have no time to work harder for the company. But they need to understand that by giving little extra time in the beginning, they are saving money, avoiding wastage and improving quality by implementation of quality circle program.

Limitation # 3. Lack of Ability:

Workers in India have a low level of education and initiative. People dislike change and hesitate to try something new. They need to be educated about the benefits of quality circles.

Limitation # 4. Lack of Management Commitment:

The success of any program depends upon the commitment and support of the top management. Without the top support, employees will be least interested in devoting their personal time to the quality circles. On the other hand, employees may not be allowed to hold meetings of quality circles during the working hours. So the work of quality circles cannot be conducted smoothly without the participation and commitment of the top management.

Limitation # 5. Non-Implementation of Suggestions:

Employees get disheartened if their suggestions are turned down by the top management. The suggestions of each quality circle need to be given due weightage, otherwise the enthusiasm of employees will come down. Every suggestion likely to improve the quality of work must be implemented by the top management in the right perspective.

Limitation # 6. Negative Attitude:

Negative attitude of the people that ‘why should I help my company’ is also a big hindrance in the smooth work of quality circles. Many people feel that company is something apart and close the doors of initiative and creative ideas to improve the quality and productivity of their company.

Despite these problems and hurdles, the quality circle program is excellent. By understanding the principles thoroughly and implementing the program properly, the success of quality circle is rest assured. The essential ingredient for excellence is to make the participative philosophy of quality circles a way of life in all of our activities. Any successful program of quality circle calls for patience and perseverance and can be achieved only through the voluntary and whole-hearted participation of one and all in this people building process.