Historical Background and why an organisation should institutionalise this concept.

Dr. K. Ishikawa started Quality Control Circles (known as Quality Circles in India and in many nations) originally for the self and mutual development of the workmen. They are also a very logical outcome of the Japanese drive for training and accomplishment in quality control and quality improvement.

From the early 1950’s, Japanese learnt from the seed courses of Dr. E. Deming’s on statistical methods for quality control and Dr. J. Juran’s courses on Quality Management. With zeal for learning and self-sufficiency, they vigorously promoted quality education by local experts across their country. It began with massive education of engineers, and then top and middle managers, supervisory levels . Under their system of organising work, it became logical to extend training on quality to the ‘Gemba-cho’, the ‘leading hand’ of the workers in a section. Dr. Kaoru Ishikawa and his associates realised the immense potential of front line employees. It is not only the best way to help people to develop their own potential but also from the organization point of view for contribution through training, development and motivation for quality control and improvement. The training featured intra departmental groups of about 10 workers seated around a table and hence the name 'QC Circle'. this thought revolution has been of immense benefit to Japan as a country, to the Japanese organisations that adopted it and to the most of the ASEAN countries who have been pursuing it. Problem solving was no more the exclusive purview of supervisors and managers (with workers only to do as told) but the people who are performing the tasks at work place are trained and empowered to solve work related problems and recommend solutions. Persons becoming members of Quality Circles realise and develop their potential, individually and in groups, acquiring new skills and competencies. Such competencies will only help to improve their performance and capabilities for their own betterment.

 

ROAD MAP RECOMMENDED AND USED BY QCFI FOR THIS PROCESS

• Assessment of the prevalent conditions in the organisation/units/divisions through a survey.
• Exposure programme to top management, senior management, discussion on survey findings and decisions for next steps.
• Formation of a Quality Council/Steering Committee and choice of the coordinator and facilitators; roles and responsibilities of each.
• Working out an action plan and schedule, taking care to incorporate:

  -Key concerns arising from the survey findings and actions agreed upon.

  -Developing facilitators and internal trainers through intensive training.

  -Exposure to all the supervisory/middle management personnel, from areas where Quality Circles are to be started.

  -Exposure to all the workmen in the division/unit where initially circles formation is aimed at, formation of the initial Circles, education and training to all the -members of the Circles on the processes, tools, techniques, maintenance of records, etc.

  -Guiding and troubleshooting in the implementation stage by attending monthly review meetings of the steering committee/quality council for the first 6 months and bi-monthly, afterwards.