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a) Quality circles
This is a quality control technique, which originated in Japan. It involves the use of committee of workers that analyzes and solves the quality problems of various departments in the organization.
The quality groups are established in every department and trained on problem solving by use of statistical quality control and other process.
They are encouraged to make important inputs to key decisions affecting their activities.
Quality circles are not permanent committees and comprise small groups of about eight to ten employees and membership is rotated between members of the department/production plant.
They meet together on a regular basis to discuss day-to-day issues such as quality, productivity and safety, with the object of:
i. Making improvements
ii. Organising their implementation
b) Basic characteristics of quality circles.
i) Membership is voluntary, but usually consisting of a number of shop floor employees and a foreman or supervisor, or may consist of a mixture of skilled and unskilled employees together with one or two shop-floor specialists such as quality engineers and inspectors.
ii) Each circle selects its own leader, and usually the organisation concerned provides training for such leaders in appropriate subjects(discussion leading, quality control, etc)
iii) Members are trained in problem solving, in statistical quality control, and in working groups. A facilitator may work with the group but efficiency experts are usually excluded from the team. The team members participate actively in solving work-related problems.
iv) Although initially the groups were trained in the analysis of quality problems, currently other problems, such as cost reduction, workshop facilities improvement, safety problems, employee morale, pollution control and education of employees, are also dealt with.
v) The employees are given the tools, group support, and opportunities to nip problems in the bud.
vi) Each QC is responsible not only for recommending solutions but also for actually implementing and evaluating results.
vii) The QC members present their results, reports and deliberations for consideration by management.
viii) They usually implement proposals accepted by management.
c) How do employees benefit from participating in quality circles?
i) Greater awareness of shop-floor problems by circle members/Increased knowledge in area of work
ii) Greater confidence in tackling problems and generating solutions on the part of circle members as the members are trained on this.
iii) Improved productivity and/or quality because the circles provide checks among the members.
iv) Improved motivation and self-esteem on the shop-floor because of employee involvement in solving organizational problems/concerns
v) Improved communication skills.
vi) Skills development, particularly problem-solving skills.
vii) Employees become agents of change making the change process easier.
Kavungya answered the question on April 30, 2021 at 06:47
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