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1. It is better for one hundred people to take one step than for
one person to take a hundred - Japanese description of the
effectiveness of a quality circle
Mr. Yuvrajsinh Kanchava
Assistant Professor
Mechanical Engineering Department
QUALITY CIRCLE

2. INTRODUCTION
 People are the greatest assets of an organization, because,
through people all other resources are converted into utilities.
However, management of ‘People Resources’ has always been a
vexed problem ever since the beginning of organized human
activities. A number of managerial responses have been
developed to answer this question.
 DEFINITION: Quality Circle is a small group of 6 to 12
employees doing similar work who voluntarily meet together on
a regular basis to identify improvements in their respective work
areas using various techniques for analyzing and solving work
related problems coming in the way of achieving and sustaining
excellence leading to mutual upliftment of employees as well as
the organization. It is "a way of capturing the creative and
innovative power that lies within the work force“

3. CONCEPT
 The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human being, as
someone who willingly activates on his job, intelligence,
experience, attitude and feelings.
 It is based upon the human resource management considered as
one of the key factors in the improvement of product quality &
productivity.
 Quality Circle concept has three major attributes:
1. Quality Circle is a form of participation management.
2. Quality Circle is a human resource development
technique.
3. Quality Circle is a problem solving technique.

4. OBJECTIVE
 The objectives of Quality Circles are multi-faced.
 a) Change in Attitude.
 From "I don’t care" to "I do care"
 Continuous improvement in quality of work life through
humanization of work
 b) Self Development
 Bring out ‘Hidden Potential’ of people
 People get to learn additional skills.
 c) Development of Team Spirit
 Eliminate inter departmental conflicts.
 d) Improved Organizational Culture
 Positive working environment.
 Higher motivational level.

5. How Do Quality Circles Work?
 All members of a Circle need to receive training
 Members need to be empowered
 Members need to have the support of Senior
Management
 Characteristics
 Volunteers
 Set Rules and Priorities
 Decisions made by Consensus
 Use of organized approaches to Problem-Solving

6. Who works for Quality Circles?
Non Qc - Members
Members
Leader
Facilitator
Co-ordinator
Steering committee
Top
Management

7. Advantages:
 Product improvement
 Customer satisfaction
 efficiency savings
 financial savings
 improved company performance
 reduced customer complaints
 reduced wasted
 reduced error
 increased accuracy

8. Limitations:
 The overall productivity may decrease initially.
 A large investment and time is required for a concept that is
essentially new .
 The chances of error increase initially .
 After circle implementation a period of confusion may arise.
This is because people experiment with new ideas , new skill
and new roll.

9. PROCESS OF OPERATION
1. Problem identification: Identify a number of problems.
2. Problem selection: Decide the priority and select the problem to be taken up first.
3. Problem Analysis: Problem is clarified and analyzed by basic problem solving methods.
4. Generate alternative solutions: Identify and evaluate causes and generate number of possible
alternative solutions.
5. Select the most appropriate solution: Discuss and evaluate the alternative solutions by
comparisons. This enables to select the most appropriate solution.
6. Prepare plan of action: Prepare plan of action for converting the solution into reality which
includes the considerations "who, what, when, where, why and how" of solving problems.
7. Present solution to management circle: Members present solution to management fore
approval.
8. Implementation of solution: The management evaluates the recommended solution. Then it is
tested and if successful, implemented on a full scale .

10. BASIC PROBLEM SOLVING
TECHNIQUES
 The following techniques are most commonly used to analyze
and solve work related problems.
l Brain storming
l Pareto analysis
l Cause & Effect Analysis
l Data Collection & Analysis

11. Problems with Quality Circles
 Inadequate Training
 Unsure of Purpose
 Not truly Voluntary
 Lack of Management Interest
 Quality Circles are not really empowered to make decisions

12. DISCUSSION AND CONCLUSION
Following observation were achieved after implementation of quality circle.
 Improvement of internal personal relationship
 Self-confidence was developed in solving more complex problem related to
production.
 A good teamwork was achieved among the workman
 Quality Circles are not limited to manufacturing firms only.
 They are applicable for variety of organizations where there is scope for group
based solution of work related problems.
 Quality Circles are relevant for factories, firms, schools, hospitals, universities,
research institutes, banks, government offices etc.
 Further this quality circle approach for quality improvement in University
Polytechnic workshop may bring new dimension, shifting dependence for
decisions and actions towards existing system.
 This change revealed that quest for quality service is in the hand of all employees.
 The sustenance of success will lead to total quality improvement emerging as a
centre of excellence of its own in any small enterprise.