QUALITY CONTROL CIRCLES

Quality Control Circles have similar objective as suggestion schemes which to improve the productivity of the organization but the way their structure are different. Both Suggestion Schemes and Quality Control Circles require constant attention and ongoing enthusiasm from management if they are to survive. 

Origins of QCCs    

A quality control circle is a group of workers who meet regularly in order to identify, analyse and solve work-related problems. It is originated in Japan after World War 2, with American experts to rebuild its economy. The circle approach to improving productivity became so successful that it captured attention and interest of Western management experts in 1980s.   

Membership of a circle 

A circle should consist of 5 to 15 workers who work in the same departments or carrying out similar jobs. Most circles are formed by production workers or those directly involved with organization's services. Three factors are important in the composition of the circles:

• The group should not be too large as this will prevent effective participation by the members
• If have too few members, it may result in lack synergy
• The members must have common problems, so they can relate the ideas under discussion

Circle Meetings

It is important to meet regularly in order to sustain interest. Too few meetings will mean little is achieved and too many meetings will result in a form 'burn out'. An ideal compromise is to have a meeting one hour per week on average. Also, if space permits, an ideal situation is for each circle to have its own meeting space. 

Circle Activities 

     In the early stages, the groups should be encouraged to take on relatively simple projects such as those related to 'housekeeping' problems. It is to build up a sense of confidence in group members and to prove that they are capable for solving problems. Ideally, the group members should be encouraged to examine their work and suggest possible improvement. 

    QCCs and the Problem - Solving Process 

    The circles must be required to follow a logical problem-solving process.

1. Circle chooses a project.

2. Circle members collect data and analyse the problem.

3. Circle generates solutions, tests them and chooses best solution.

4. Oral presentation to management.

5. Project is implemented and evaluated.

Requirement for effective QCCs

Certain technique are required in order to improve productivity. The key requirements for successful QCCs are as follows :

Support Structure for QCCs

• Streering committee : It is a group of middle - level management and union representatives who are responsible for ensuring the ongoing success of the technique.
• Facilitators : Facilitators are people who help to make the circle's work easier.

Training

Providing training to all those in any way involved in the QCCs is an integral part of the scheme. Training modules include sessions on :

• Leadership and group dynamics
• Public speaking
• Problem solving process, including techniques such as :
• brainstroming
• visual presentation of data
• cause and effect analysis

Management Support

A symbols of management's support for the program is their attendance at circle presentations.

Publicity

It will help generate excitement and pride in the group. People get a lot of pleasure out of seeing their name in print whether it be in a house journal or in the mass media.

Rewards for Participation

It may be necessary to provide certain rewards for workers to encourage them to be active in the circles. The circle can help fulfill the worker’s need to belong and build friendship, and also workers can gain their pride through oral presentation.

Organizational Climate

The employees must believe that by helping the company the will be helping themselves in the long run. The climate in the organizations must be improved before the QCC system is implemented.