Quality circles - brainstorming sessions involving employees of a firm whose goal is improving processes and process capability.
Quality circles - once thought by some to be the "method" by which quality could be achieved, programs like quality circles or employee involvement are now viewed, at best, as lacking a systems approach to quality and, at worst, as abdication by top management. Employee involvement is essential to quality and organizational success. However, such efforts must include participation by top management in order to have clear aim, redesign of products and process, innovation, and plans and actions that support the organization's strategies.
Quality Circle/Kaizen Team as a group of workers who do similar work and who meet:
Evidence of successful Quality Circles suggests that there are no formal rules about how to organise them. However, the following guidelines are often suggested:
Quality circles - once thought by some to be the "method" by which quality could be achieved, programs like quality circles or employee involvement are now viewed, at best, as lacking a systems approach to quality and, at worst, as abdication by top management. Employee involvement is essential to quality and organizational success. However, such efforts must include participation by top management in order to have clear aim, redesign of products and process, innovation, and plans and actions that support the organization's strategies.
Quality Circle/Kaizen Team as a group of workers who do similar work and who meet:
- Voluntarily
- Regularly
- In normal working time
- Under the leadership of their supervisor
- To identify, analyse and solve "work-related" problems
- To recommend solutions to management
Evidence of successful Quality Circles suggests that there are no formal rules about how to organise them. However, the following guidelines are often suggested:
- The circle should not get too large - otherwise it becomes difficult for some circle team members to contribute effectively
- Meetings should be help away from the work area - so that team members are free from distraction
- The length and frequency of quality circle meetings will vary - but when a new circle is formed, it is advised to meet for about one hour, once per week. Thereafter, the nature of the quality problems to be solved should determine how often the circle needs to meet
- Quality circles should make sure that each meeting has a clear agenda and objective
- The circle should not be afraid to call on outside or expert help if needed