QUALITY CIRCLES - Quality improvement groups
A QUALITY CIRCLE is a group of front-line workers who meet voluntarily and
regularly to identify and solve their own work problems, and then implement the
solution with the approval of management.
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GROUP For best results the group should consist of no more than ten people,
one being the Circle leader.
VOLUNTARILY Workers must not feel obliged to form or join a Quality Circle
within their own department. The objective is to encourage the workforce to
participate in improving things which they can control.
REGULARLY Once started, Quality Circles will continue to produce benefits,
but they must meet at regular intervals, in paid working hours. No cash
rewards are needed, management recognition is enough.
IDENTIFY Usually the person at the front line knows there is a problem, the
other Circle members help to identify the true nature of the problem.
SOLVE A Quality Circle is an action orientated group producing solutions to
real problems, not merely talking about them.
OWN WORK All of the problems considered by a Quality RELATED Circle are
within its own sphere of influence. A single problem put forward by a Circle
member is solved by the group from their own resources, but with help jf
asked for.
APPROVAL The Circle leader presents the problem and the proposed
solution to management in a logical manner for authorisation to implement the
proposed solution with a reasonable time span. Management interest
promotes good industrial relations as well as reaping the benefit of sound
practical solutions.
HOW QUALITY CIRCLES SOLVE PROBLEMS
A simple five-step plan is used for systematic problem solving:
1. PROBLEM The Circle selects ONE problem from a list contributed by its
members. This is then discussed in depth to ensure that all Circle members
understand the nature of the problem and can contribute to its solution.
2. INVESTIGATION Established PROBLEM SOLVING TECHNIQUES are used
to analyse and determine the true cause of the problem. From this analysis
several possible solutions are suggested. The Circle considers these
suggestions and selects one as worthy of presenting.
3. SOLUTION When the Circle has decided on the best, or most feasible,
solution the members decide how their case should be presented for Approval
and Implementation.
4. BENEFITS Before preparing their formal presentation, the Circle obtains
information, with the help of management, on the cost of implementation,
estimated savings, ensuing benefits and any effects on the work of other
departments.
5. IMPLEMENTATION With help, if required by the Circle, a clear presentation is
made explaining HOW and WHEN their proposed solution would be
implemented, and BY WHOM.
These steps form the basis of a logical presentation to management for approval
and authorisation to proceed.
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BENEFITS FROM QUALITY CIRCLES
Quality Circles work by promoting job satisfaction, no cash rewards are given for
achievement neither are rates of pay reduced for increased productivity.
The main BENEFITS you can expect are:
 Team Building
 Solving Problems
 Improved Communications eg Employees
 Increased Awareness of Quality
 Rising Technical Skills
 Increased Leadership Skills
 Individual Potential Easily Identified
 Improved Morale
 Co-operation Improved Between Departments Better Management Decisions
 Willing Collaboration with Changes
 More Effective organisation
WHY SOME QUALITY CIRCLES FAIL
Once established properly, Quality circles are self-motivating. Some fail, usually quite
early in their life, the key reasons are:
 Lack of Management Support
 Coercion of Leaders and Members to join Quality Circles –
 Lack of Recognition, mainly poor response to recommendations –
 Elitism between Members and Non-members, Circle members should keep
non-members informed about Circle activities
 Closed Management Style, management must be willing to interact freely in
problem solving
 Problem People who waste or divert Circle time from problem solving;
Facilitators and Circle Leaders need to be properly trained to deal with
problem people
 Suspicion that Quality Circles have ulterior management motives must be
dissipated by prompt attention to Circle presentations with clear management
sincerity
 Unsuitable Facilitator, usually where the Facilitator tries to over-ride Circle
leaders or fails to respond quickly to appeals for help in solving a problem
 Over-ambitious Projects, where a Circle attempts to solve major problems
involving other work areas or where large capital investment is needed...
rejection needs tactful handling and explanation. Small, day-to-day problems
have the best prospects for success and yield benefits
 Failure to Implement Approved Projects, most often where a Circle has not
recommended the How, When and By Whom aspects of implementing a
solution to a problem. Circle members must understand that THEY are
responsible for seeing through the implementation of approved projects.
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HOW DID CIRCLES START?
Quality Circles exist throughout the world and they apply within manufacturing and
commerce. Invariable Circle programmes are introduced as part of an overall
approach to quality and form one of the people-based strategies that fit within any
quality initiative.
Circles were perfected in Japan during the period 1950-1960 where they became
part of an overall approach aimed at re-establishing Japan in world markets. Circles
also fitted the Japanese culture. Their name for Circles when translated means
“gathering the wisdom of the people”. The Japanese have calculated that since
Circles were introduced, Japan has saved some $20-25 billion. The idea spread and
is now actively used in many countries including Austria, Brazil, Bulgaria, Denmark,
Finland, France, Germany, Holland, Hungary, Ireland, Italy, Norway, Spain,
Switzerland, Taiwan, the UK and in the USA.
Quality Circles began in the UK during the late 1970s and have accelerated to over
20,000 people regularly participating. The Initiative has been welcomed by industry,
by the TUC, and all shades of political opinion. But not everyone is an instant convert
- tradition and entrenched practices tend to foster suspicions of innovation. It is
therefore important that Quality Circles are properly understood and are seen for
their appropriateness and the parallel opportunities they present. Circles are not
simply an off-the-shelf package for short-term benefits.
Circle programmes are established in many of our leading household names eg.
Rolls Royce, ICI, Mullard, Marks & Spencer, Schweppes, Black and Decker, British
Airways, British Gas, British Telecom, ITT, Honeywell, Hewlett Packard and IBM.
A Quality Circle is a group of people who meet voluntarily and regularly to identify
and solve their own work-related problems - and then implement them with
management approval.
The emphasis is on voluntary participation in which the group identifies opportunities
for quality improvements. They work on only one problem at a time until it is fixed
and in doing so, establish their own priorities and timescales. Solutions are formally
presented to management and if accepted, are implemented by the Circle. After this
the group selects another problem on which to focus.
The concept is very simple, almost deceptively so. It requires COMMITMENT,
APPLICATION, IMAGINATION AND EFFORT. It can be fun, it should be enjoyable
and undoubtedly is satisfying when we fix, permanently, out own problems. However,
without active support, eg. encouragement, training, and a willingness to implement
new ideas, it is unlikely to achieve its full potential. Like any culture it requires
nutrition, it cannot feed solely on its own talents.
Quality Circles are complementary to our business activities, they provide a further
opportunity to address quality and meet the needs of our customers. Circles do not
supplant existing communications, structures or established bodies. Neither are
Circles a panacea but they do provide a focal point around which we can apply our
talents in a different and interesting way.
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Quality Circles are part of an overall approach to quality; they operate with
management consent and support. Although informal in structure, Circles work within
the organisation (through their managers), and they do not replace existing bodies or
communication practices. Quality Circles, therefore are part of a company
programme structured as follows:
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STEERING COMMITTEE - monitors and co-ordinates the overall programme,
sets objectives, allocates resources, formulates training needs and
establishes communications.
The committee represents business and functional interests and co-opts
Circle participants. (refer to Who’s Who).
MANAGERS - within the programme guidelines allow Circles to meet during
normal working hours, and actively support and encourage their Circles and
the members. They should respect the autonomy of Circles. Where
appropriate they should advise on the selection of problems, they can
contribute to problem lists, but must NOT pre-empt solutions. They will
authorise training for leaders and members and attend presentations.
FACILITATORS - promote, encourage and monitor Circles. They administer
the programme within their areas, and provide guidance, protect Circles within
their area, generally oil-the-wheels, and maintain the necessary interfaces.
LEADERS - provide guidance, assist in teaching the Circles and are
responsible for the operation of their respective Circles. The Leader ensures
that proper records are maintained. Leaders direct but do not exercise a
casting vote.
MEMBERS - all staff are free to volunteer and membership is not restricted to
any particular level. There may well be times when there will be a waiting list.
Members are also free to drop-out if they wish.
TRAINING - is an essential part of the programme, all Circles require formal
training in the techniques which are the means to action and assurance.
Additionally, managers need to understand the opportunities and
appropriateness of Quality Circles. Manager awareness training and Circle
leaders training are key aspects of the programme.
FUNCTIONAL SPECIALISTS - Specialists and managers can be invited to
Circle meetings and should make every effort to attend. Their role is in
‘enabling’ and not as ‘providers’ and their attendance should be limited to the
specific topic requested.
Quality Circles provide a parallel opportunity to more closely involve our people
with their customers (within the company as well as outside), and their product.
There are no guarantees. Circle existence is not automatic and because the
programme is truly voluntary, disbandment is not necessarily a measure of failure
either.
By creating an environment free from the normal pressures and priorities, Circles
can bring objectivity to their self-assessment. Uncluttered by fire-fighting, the
systematic approach used by Circles will often identify previously unsuspected
problems.
The culture is about awareness, recognition, self-development, team- building
and above all, participation. These are people skills and there are many others as
well as the more tangible, cost savings and waste reduction opportunities.
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There are risks, lack of enthusiasm and support can create undue stress. Reorganisations will directly impact Circles. The establishment of new Circles
requires thought and recognition by everyone, whether directly participating or
not.
Quality Circles operate within the following framework:
 Circles are free to choose their own work-related problems for resolution.
 Circles establish their own terms of reference for problem solving.
 Circles to not address pay, terms and conditions or other matters negotiated
and agreed by the company.
 Circles do not criticise individuals or departments, they tackle problems - not
people.
 Circles operate within the organisational structure, they may request the
attendance of specialists but they do not bypass their managers.
 Membership is voluntary and Circles can range from four to twelve members,
individuals are free to join and leave when they wish. It may be necessary to
introduce a waiting list according to demand or to rotate membership.
 Within a Circle all members are equal, the process is democratic and there is
no casting vote.
 Circles are action oriented and use the techniques for systematic problem
solving, they are not talking shops.
 Meetings are regular and do not normally exceed one hour per week, they
must start and finish punctually.
 Meetings must be minuted and distribution should enable visibility throughout
the department/area.
 Circles should maintain a record of their achievements, and review
implementations to ensure problems are properly fixed and the solutions work.
HOW DO CIRCLES OPERATE?
These are guidelines and the members determine the most suitable approach to
themselves. Before canvassing members all staff should be made aware of the
programme, the objectives and how Circles operate. Leaders are often nominated to
begin with but can be elected (this frequently applies in established Circles as
membership changes). Ideally, the leader should be formally trained prior to the initial
meeting. Formal training should also be considered for at least one other member.
At the initial meetings the facilitators should be present to provide training and
support. The Circle may elect to establish its own identity and this is a useful aid to
establishing the team and means of familiarisation with the methods to be employed.
The inaugural meeting should agree the format and basis of minute taking and the
venue and timing for future meetings.
Circles select and solve one problem at a time and only move to another problem
when the previous one has been concluded. It may well be that minor matters can be
resolved in parallel eg. by writing a memo - providing all are agreed and that it does
not deflect from the main effort. Similarly, it may be possible to select a fresh topic
during the implementation stage.
Circles concentrate on one activity at a time and move forward when all members
are agreed.
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WHAT ARE THE TECHNIQUES?
Problem Identification - anyone can suggest problems for resolution whether or not
they are Circle members. The Circles use brainstorming’ as the mechanism for
generating comprehensive lists of items and ideas.
In brainstorming all members take part in strict rotation. Comments are given verbally
and posted in sight of the group but without discussion of the ideas submitted. Before
commencing allow a few minutes ‘think’ time, then going as quickly as possible each
member gives his thought, in turn. If stuck for a reply shout “PASS”. If it slows and
there are lots of passes - stop - and allow more think time, then start again. Finally,
sweep-up, squeeze dry. There will be many lists, remember all ideas are valid
however off-beam.
Selection - this is the point at which the members can comment and discuss the
brainstorming results. If there are lots of items the first step will be to agree some
basis for grouping and then to transfer the items into the groups selected. The next
step is to establish selection criteria and agree which factors are to be applied to
enable the group to come up with its preference. In order to reduce the volume of
items, ‘negative voting’ can be employed to effect a rough cut and remove the nonstarters. With the reduced listing apply paired comparison rating to refine. Finally,
weigh the criteria and get members to score items in order to establish the overall
preference.
Fact Finding and Verification - Fact finding should be systematic and will clarify
purpose, quantify the problem and establish the justification for the various elements
within the process/method. The Circle should consider the use of Pareto analysis,
flow charting, and cause and effect diagrams. It will obtain sufficient information to
distinguish MUSTS from WANTS in arriving at a solution.
Solutions - are formally presented to management. The Circle must endeavour to
quantify benefits and when appropriate itemise the less tangible gains and attributes
and wherever possible include costs and recovery. The proposed implementation
should be included within the session. Training Department will assist with materials,
if required.
The presentation is a significant benchmark and all members should try to take part.
As with all presentation, a dress-rehearsal is advisable and the facilitator should be
notified in advance so that a trial audience can be invited.
Quality Circles differ from briefing groups, task forces and project groups. Briefing is
only concerned in passing information down and whilst the others are concerned with
problem solving they are directed to a specific project and the teams disperse when it
has been completed. Circles work because:
 They are voluntary
 Management is supportive
 Training is an integral part of the programme
 Circles choose and then solve their own problems, systematically
 When one problem is fixed, they turn their attention to the next
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