Quality Circles

University:
California State University, Northridge
Course:
BUS 104 | Introduction to Business
Academic year:

2023
Views:

177

Pages:

1
Author:

JJIssac

QUALITY CIRCLES Quality Circles have been a great way for companies to improve quality and productivity by tapping into the knowledge of their employees. While the basic idea started in the US decades ago, it really took off in Japan in the 1960s when experts like Deming and Juran visited and shared their quality techniques. Japanese companies started forming groups for employees to meet regularly and discuss how to reduce errors and make things better. It was Ishikawa who helped establish the model we still use today. He got people volunteering in small teams based on their work areas. This allowed them to really understand the issues and come up with creative solutions. It made a huge difference for Japanese industries known for not having the highest quality before. Other places soon saw the value in it as well. India first adopted the approach in 1980 at a factory owned by BHEL. More and more companies then began trying it out to harness the potential of their people. Having circles allowed management and staff to work together on problems in a collaborative way. Ideally you want around 10 folks on a quality circle so everyone can actively participate in their weekly or bi-weekly meetings. Organizations might have multiple circles depending on size. It's important to have leaders and facilitators to run things smoothly too. The circles identify challenges, deeply analyze root causes, and present well-thought out recommendations to implement improvements. For it to be really effective, top management has to fully buy-in and support the efforts. Proper training is also key so everyone understands the process. Jumping into too many circles too quickly can cause issues. It's best to start small and build on early wins. Lack of commitment or knowledge often undermines results. Many Indian companies found quality circles saved them a lot of money by minimizing waste and flaws. Productivity, quality, communication and workplace satisfaction tended to rise as well. As long as done right with the right environment, it can do wonders for any organization. It's all about empowering those closest to the work to constantly enhance how things are done.