1. QUALITY CIRCLES BY KOMAL

2. A quality circle is a volunteer group composedof workers usually under the leadership of their supervisor who are trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When matured, true quality circles become self-managing, having gained the confidence of management. INTRODUCTION

3. Whyquality circles? Quality circles are an alternative to the dehumanisingconcept of the division of labour, where workers or individuals are treated like robots. They bring back the concept of craftsmanship, which when operated on an individual basis is uneconomic, but when used in group form (as is the case with quality circles), it can be powerful and enables the enrichment of the lives of the workers and creates harmony and high performance in the workplace. Typical topics are improving occupational safety and health, improving product design,andimprovement and manufacturing processes in the workplace

4. How do they function? They are formal groups. They meet at least once a week on company time and are trained by competent persons (usually designated as facilitators) who may be personnel and industrial relations specialists trained in human factors and the basic skills of problem identification, information gathering and analysis, basic statistics, and solution generation.Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered).

5. Concepts and attributes The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who willingly utilizes his job, his wisdom, 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: Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique.

6. Objectives a) Change in Attitude.Continuous improvement in quality of work life through humanisation of work. b) Self DevelopmentBring out ‘Hidden Potential’ of peoplePeople get to learn additional skills. c) Development of Team SpiritIndividual Vs Team – "I could not do but we did it"Eliminate inter departmental conflicts. d) Improved Organisational CulturePositive working environment.Higher motivational level

7. origin After the Second World War Japanese economy was in the doldrums. Seeing this disastrous effect of war, Americans decided to help Japan in improving the quality standards of their products. General Douglas Mac Arthur took up the task of imparting quality awareness among Japanese to help them improve their products and the reliability of manufacturing systems including men, machine and materials. Thus, by 1975, they were topping the world in quality and productivity. This astonishing and unique achievement in modern history became an eye – opener to the world. Industrialists and politicians from all over the world started visiting Japan to know how they have achieved such magical results in such a short span. The answer to this was painstaking and persevering efforts of the Japanese leaders and workers and the development and growth of the philosophy of small working groups. This resulted in the Quality Circle concept being accepted all over the world as a very effective technique to improve the total quality of work life.

8. Organisational structure A steering committee coordinator Facilitator Circle leader Circle members

9. Launching quality circle in an organisaion The major prerequisite for initiating Quality Circles in any organisation is the total understanding of, on the part of the top and senior management. In the absence of a commitment from the Chief Executive to support the Quality Circle movement totally, it would be inadvisable to seriously attempt the starting of Quality Circles. The launching of Quality Circles involves the following steps:1)Explain the concept to the employees and invite them to volunteer as members of Quality Circles. 2)Nominate senior officers as facilitators. 3)Form a steering committee.

10. Launching quality circle in an organisaion Arrange training of co-ordinators, facilitators in basics of Quality Circle approach, implementation, techniques and operation. Later facilitator may provide training to Circle leaders and Circle members. A meeting should be fixed preferably one hour a week for the Quality Circle to meet. Formally inaugurate the Quality Circle Arrange the necessary facilities for the Quality Circle meeting and its operation.

11. Process of operation The operation of quality circles involves a set of sequential steps as under:1 Problem identification: Identify 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 analysed by basic problem solving methods. 4 Generate alternative solutions : Identify and evaluate causes and generate number of possible alternative solutions.

12. Process of operation 5 Select the most appropriate solution : Discuss and evaluate the alternative solutions by comparison in terms of investment and return from the investment. 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 for approval. 8. Implementation of solution : The management evaluates the recommended solution. Then it is tested and if successful, implemented on a full scale.

13. benefits The Quality Circles are expected to develop 1)internal leadership 2)reinforce worker morale and motivation 3)encourage a strong sense of teamwork in an organisation. 4)higher quality 5)improved productivity 6)greater upward flow of information 7)broader improved worker attitudes 8)job enrichment

14. limitations Quality circles often suffer from: 1) unrealistic expectations for fast results 2) lack of management commitment and support 3) resistance by middle management 4) resentment by non participants 5) inadequate training 6) lack of clear objectives 7) failure to get solutions implemented.

15. conclusion Quality Circles are not limited to manufacturing firms only. They are applicable for variety of organisations 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. The P.W.D of Maharashtra is one such example of Government organisations marching on the path of Quality Improvement. Hence it can be safely concluded that no progressive organisation can afford to ignore the concept of quality circles.

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