Quality Circles by Jolito Ortizo Padilla

A quality circle is a group of people within an organization who meet on a regular basis to identify, analyze and solve problems relating to quality, productivity or other aspects of day-to-day working arrangements using problem solving techniques.Although quality circles actually originated in America they were exported to Japan and are usually associated with their wide applications (since 1962) in Japanese manufacturing industries, as well as in some white collar operations. Since the refinement of the quality circle process in Japan there has been increasing interest in their use in America and Britain as well as in many other countries. In America, quality circles appear to have been first implemented in 1974.

The essential features of quality circle group include the following:

• Membership is voluntary
• The group usually numbers between five and ten members
• Membership is normally drawn from people undertaking similar work or from the same work station
• The group selects the problems to be tackled and the methods of operation
• A leader can be chosen from within the group but is usually the immediate supervisor
• The group members receive training in communication and problem-solving skills, quality control techniques and group processes
• The group recommends solutions to management and, where possible, has the authority to implement agreed solutions

There are a number of potential limitations on the effectiveness of quality circles:

• Any attempt at solving organizational problems cannot be considered as a single dimension. The promotion of quality circles needs to be approached in terms of possible effects on related sub-sytems of the organization, for example human resource management and industrial relations procedures.
• Quality circles can rely too heavily on intrinsic motivation and the assumption that involvement and recognition are sufficient reward in themselves. This reflects a major difference between the operation of quality circles in the West and in Japan. Workers in Japan appear, for example, to accept that financial gains will go to the organization.
• The greater involvement of members in problem- solving and decision- making may be resented by some groups, for example quality control departments, or by managers or trade union officials who may be suspicious of possible challenges to their traditional authority.

The application of quality circles does appear simple and straightforward, but early experience must be viewed in the context of Japanese culture and management systems. However, quality circles offer a number of potential benefits. They provide problem-solving at a more local level and the participation of employees in work-related decisions which concern them. Quality circles do work and have been used successfully by a number of British organization. There are some doubts, however, as to the extent to which the hopes for, or potential benefits of, quality circles are realized fully in organization.

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