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management-initiated QCs have fewer members, solve more work-related QC problems, and solve their problems much faster than self-initiated QCS. However, the effect of QC initiation (management- vs. self-initiated) on problem-solving performance disappears after controlling QC size. A high attendance of QC meetings is related to lower number of projects completed and slow speed of performance in management-initiated QCS QCs with high upper-management support (high attendance of QC meetings) solve significantly more problems than those without. Active QCs had lower rate of problem-solving failure, higher attendance rate at QC meetings, and higher net savings of QC projects than inactive QCs. QC membership tends to decrease over the three-year period. Larger QCs have a better chance of survival than smaller QCs. A significant drop in QC membership is a precursor of QC failure. The sudden decline in QC membership represents the final and irreversible stage of the QC's demise. Attributions of quality circles' problem-solving failure vary across participants of QCs: Management, supporting staff, and QC members.
112:
fact, a practical application of McGregor's Theory Y, which argues that if employees are given the right atmosphere and decision-making authority, they will enjoy and take pride in their work, resulting in a more fulfilling work life. A quality circle is a small group of workers that work in the same area or do similar sorts of work and meet once a week for an hour to identify, analyse, and resolve work-related issues. The objective is to improve the quality, productivity, and overall performance of the company, as well as the workers' quality of life at work.
74:
in 1960. The first company in Japan to introduce
Quality Circles was the Nippon Wireless and Telegraph Company in 1962. By the end of that year there were 36 companies registered with JUSE by 1978 the movement had grown to an estimated 1 million Circles involving some 10 million Japanese workers. The
284:
was established in 1999 with its
Corporate Office in Lucknow and head office in Singapore. It monitors and facilitates student quality circle activities in its member countries, which number more than a dozen. SQC's are considered to be a co-curricular activity. They have been established in India,
153:
circles involving some 10 million
Japanese workers. As of 2015 they operate in most East Asian countries; it was recently claimed by the President of the Chinese Quality Circles Society at the ICSQCC Conference in Beijing 30 August 1997 that there were more than 20 million quality circles in China.
111:
Quality circle is a people-development concept based on the premise that an employee doing a certain task is the most informed person in that topic and, as a result, is in a better position to identify, analyse, and handle work-related challenges through their innovative and unique ideas. It is, in
152:
coordinated the movement in Japan. The first circles started at the Nippon
Wireless and Telegraph Company; the idea then spread to more than 35 other companies in the first year. By 1978 it was claimed by JUSE in their publication Gemba to QC Circles, that there were more than one million quality
199:
In a structures-fabrication and assembly plant in the south-eastern US, some quality circles (QCs) were established by the management (management-initiated); whereas others were formed based on requests of employees (self-initiated). Based on 47 QCs over a three-year period, research showed that
95:
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).
94:
Quality circles are typically more formal groups. They meet regularly 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,
42:
who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number. Normally small in size, the group is usually led by a supervisor or manager and presents its solutions to
307:, promoting Student Quality Circle concept.Its providing training and certification for students and mentors at Universities, Management & Engineering Institutions and schools for better implementation of Student Quality Circle in academics and overall growth of students.
160:
is promoting such activities. However this was not successful in the United States, as the idea was not properly understood and implementation turned into a fault-finding exercise – although some circles do still exist. Don Dewar, founder of
47:; where possible, workers implement the solutions themselves in order to improve the performance of the organization and motivate employees. Quality circles were at their most popular during the 1980s, but continue to exist in the form of
269:(CMS) Lucknow India at a conference in Hong Kong in October 1994. It was developed and mentored by two engineers of Indian Railways PC, Bihari and Swami Das, in association with Principal Dr. Kamran of
124:
which tried to bring all the theoretical concepts with detailed implementation steps for
Quality Circle. This will be useful in Quality Circle implementation in all types of organizations.
277:. CMS has continued to conduct international conventions on student quality circles every two years. After seeing its utility, educators from many countries started such circles.
70:
was most accessibly defined by
Professor Kaoru Ishikawa in his 1985 handbook, "What is Total Quality Control? The Japanese Way" and circulated throughout Japanese industry by the
710:
Tang, T. L. P., & Butler, E. A. 1997. Attributions of quality circles' problem-solving failure: Differences among management, supporting staff, and quality circle members.
645:
Tang, T. L. P., Tollison, P. S., & Whiteside, H. D. 1987. The effect of quality circle initiation on motivation to attend quality circle meetings and on task performance.
658:
Tang, T. L. P., Tollison, P. S., & Whiteside, H. D. 1989. Quality circle productivity as related to upper-management attendance, circle initiation, and collar color.
179:
is providing training on
Quality Circle with three different levels of certification for better implementation of Quality Circle worldwide. The certifications level are
426:
98:
Quality circles have the advantage of continuity; the circle remains intact from project to project. (For a comparison to
Quality Improvement Teams, see Juran's
684:
Tang, T. L. P., & Tollison, P. S., & Whiteside, H. D. 1993. Differences between active and inactive quality circles in attendance and performance.
71:
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Tang, T. L. P., Tollison, P. S., & Whiteside, H. D. 1991. Managers attendance and the effectiveness of small groups: The case of quality circles.
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Bangladesh, Pakistan, Nepal, Sri Lanka, Turkey, Mauritius, Iran, UK (Kingston
University and started in University of Leicester), and USA.
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605:
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63:
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Breakthroughs! How the Vision and Drive of
Innovators in Sixteen Companies Created Commercial Breakthroughs that Swept the World
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India. They were inspired and facilitated by Jagdish Gandhi, who founded CMS after his visit to Japan, where he learned about
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204:
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Tang, T. L. P., Tollison, P. S., & Whiteside, H. D. 1996. The case of active and inactive quality circles.
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296:, which is considered a standard guide to promote SQC's in academia for students' personality development.
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380:"Employer-Employee Based Quality Circles in Japan: Human Resource Policy Implications for American Firms"
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Juran on quality by design : the new steps for planning quality into goods and services
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together with Wayne Ryker and Jeff Beardsley established quality circles in 1972 at the
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A Guide Book on Students' Quality Circle: An Approach to prepare Total Quality People
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Ishikawa, K., "What is Total Quality Control? The Japanese Way", Prentice Hall, 1985
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Quality circles have been implemented even in educational sectors in India, and
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Edward E. Lawler III and Susan A. Mohrman, "Quality Circles After the Fad",
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In Nepal, Prof. Dinesh P. Chapagain has been promoting the approach through
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Hoshin Kanri : the strategic approach to continuous improvement
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as an example of the practice. The idea was later formalized across
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Typical topics for the attention of quality circles are improving
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Group of workers that analyzes and solves work-related problems
725:
Change Management - Adopting A Continuous Improvement Program
282:
World Council for Total Quality & Excellence in Education
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Student quality circles work on the original philosophy of
173:
TQM World Institution of Quality Excellence (TQM-WIQE)
625:. Farnham, Surrey: Gower Publishing. p. 148.
214:(sometimes called Ishikawa or "fishbone" diagrams)
150:Japanese Union of Scientists and Engineers (JUSE)
51:groups and similar worker participation schemes.
232:, frequency diagrams, spot charts and pie charts
462:Montana, Patrick J.; Bruce H. Charnov (2008).
222:Process mapping, data gathering tools such as
594:Nayak, P. Rangath; John Ketteringham (1994).
132:Quality circles were originally described by
8:
87:was established in 1950, as well as work by
301:TQM World Institution of Quality Excellence
292:since 1999. He has written a book entitled
114:TQM World Institution of Quality Excellence
72:Union of Japanese Scientists and Engineers
333:
305:Academic Outreach Initiative (WIQE-AOI)
144:in 1962 and expanded by others such as
116:publication division published a book,
62:, and improvement in the workplace and
573:(1st ed.). India: Notion Press.
514:Hutchins, David C. (September 2008).
205:seven basic quality improvement tools
7:
427:"WHAT JAPAN TAUGHT US ABOUT QUALITY"
341:Inc Encyclopedia - "Quality Circles"
265:. The idea of SQCs was presented by
158:QCFI (Quality Circle Forum of India)
25:
175:through its E-learning division
384:The Academy of Management Review
569:Barik, Prasanta Kumar (2021).
518:. Burlington, Vermont: Gower.
425:Joseph M. Juran (1993-08-15).
177:Quality Excellence Forum (QEF)
75:movement built on work by Dr.
56:occupational safety and health
1:
136:in the 1950s, Deming praised
699:Journal of Social Psychology
673:Journal of Social Psychology
490:The Quality Circles Handbook
118:"Handbook of Quality Circle"
712:Public Personnel Management
686:Public Personnel Management
621:Hutchins, David C. (1999).
487:Hutchins, David C. (1985).
359:. Accessed 17 November 2014
343:. accessed 17 November 2014
185:Quality Circle Professional
181:Quality Circle Fundamentals
109:Handbook of Quality Circle:
759:
571:Handbook of Quality Circle
493:. New York: Pitman Press.
466:(4th ed.). Barron's.
212:Cause-and-effect diagrams
548:. New York: Free Press.
396:10.5465/amr.1983.4284735
378:Munchus, George (1983).
322:Participatory management
263:total quality management
247:and correlation analysis
228:Graphical tools such as
355:Harvard Business Review
257:Student quality circles
169:factory in California.
64:manufacturing processes
267:City Montessori School
167:Lockheed Space Missile
36:quality control circle
660:Journal of Management
600:. Rawson Associates.
189:Quality Circle Master
647:Personnel Psychology
122:Prasanta Kumar Barik
675:, 131 (3): 335-344.
435:. Washington, D.C.
432:The Washington Post
81:Occupation of Japan
743:Quality management
207:that circles use:
79:during the Allied
632:978-0-566-07798-2
555:978-0-02-916683-3
525:978-0-566-08740-0
500:978-0-89397-214-1
473:978-0-7641-3931-4
195:Empirical studies
134:W. Edwards Deming
101:Quality by Design
77:W. Edwards Deming
16:(Redirected from
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390:(2): 255–261.
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163:Quality Digest
146:Kaoru Ishikawa
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60:product design
38:is a group of
32:quality circle
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623:Just In Time
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85:Deming Prize
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58:, improving
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290:QUEST-Nepal
271:CMS Lucknow
66:. The term
464:Management
449:1330888409
328:References
251:Flowcharts
236:Run charts
230:histograms
203:There are
187:(QCP) and
45:management
441:0190-8286
91:in 1954.
737:Category
542:(1992).
412:10263059
311:See also
191:(QCM).
183:(QCF),
128:History
40:workers
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404:257753
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317:Kaizen
275:Kaizen
148:. The
138:Toyota
49:Kaizen
400:JSTOR
142:Japan
627:ISBN
602:ISBN
575:ISBN
550:ISBN
520:ISBN
495:ISBN
468:ISBN
445:OCLC
437:ISSN
408:PMID
299:The
280:The
238:and
392:doi
120:by
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34:or
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30:A
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