1. Introduction
The first international conference on Quality Control took place in 1969 in the city of Tokyo. His program of activities included visits to numerous factories. On one such visit and while Western representatives were introduced to the activities of a Quality Control Circle, one of the visitors made the following statement and asks: “The improvement activities you describe should be carried out by engineers. It makes no sense for the workers to take charge of them. What is your opinion on this matter? ”
To which, one of the workers who had presented one of the quality control circles gave the following response: “I understand why you say this. However, in our company, I am the one who knows more about a specific process. It was I who suggested changes in the process after discovering that it was not working properly. When my suggestions were adopted, the defect ratio decreased by a third. What's wrong with me participating in these improvement activities? ”
This response accurately reflects the philosophy of the Quality Control Circles.
The very proverbial Japanese consultant Hajime Karatsu, winner of the Deming Prize, tells us that the circles of quality control began when the management realized that the cooperation of the whole world was necessary, especially that of the workers, if wanted. high quality items.
Japanese managers and consultants understood that they could not produce high-quality items, just by training senior management and engineers. The full commitment of the line workers in charge of manufacturing the products was essential, for which they were made participants. In this way, groups of workers led by their own supervisors began to organize themselves voluntarily, in workshops and other workplaces. These groups were called "Quality Control Circles". At the beginning they met for the purpose of jointly studying and commenting on the Quality Control magazine “FQC”, which served as a basis for solving problems that arose in their workplaces.
This form of small group activities, became one of the fundamental systems that make Kaizen as a system and philosophy of continuous improvement, and therefore one of the cornerstones that serve as the basis for the TPS (Toyota Production System).
With the commendable successes achieved by Japanese corporations, Westerners become aware of this practice, studying it and making it the object of research by Organizational Behavior and Labor Sociology.
Today, the activities of the Quality Control Circles have become one of the fundamental tools used by highly competitive companies in order to increase the participation and commitment of staff, increase their self-esteem and motivation, improve quality of work life, improve quality levels, increase productivity and reduce costs.
Quality circles quickly spread as a participation technique in the United States and Europe after having achieved wide success and popularity in Japan.
In a study carried out in a manufacturing company, the attitudes and performance of six quality circles were compared with an equivalent group of workers not involved in this practice. Participation in quality circles favorably influenced employees' attitudes towards decision-making, group communication and the feeling of having done something valuable. Productivity rose 23%, against a 2% increase in the control group. Absenteeism decreased stably in the group of quality circles, 27% lower than the initial index, while in the comparison group it showed erratic behavior.
The quality circles approach helps employees experience some influence in your organization even if not all of your recommendations are accepted by senior management. It also offers opportunities for development, fulfillment and personal recognition. In short, employees are committed to the solutions they generate, since they understand them as their own.
Currently, quality circles exist and develop in companies from all continents, extending not only to the producers of goods, but also to those of services. There is still a huge field to go, especially in Latin America and very especially in terms of state organizations.
2. A bit of history
Kaoru Ishikawa is considered to be the father of quality circles. Your contribution is as simple as it is great. In effect, he argues that instead of centralizing the quality control of daily production work, to be entrusted exclusively to a specialized service, what is needed is to integrate that control into the manufacturing process. Thus, the quality of production becomes a matter of all services, instead of being the burden of only one.
The first quality circle was formed in Japan in 1962. It is estimated that the membership of the quality circles grew in Japan from 400 in 1962 to 200,000 in 1968, and to more than 700,000 in 1978. Today millions of workers are involved..
While in the United States the first circles registered their presence in the year 1974. The Lockheed Missile & Space Company and the Honeywell were the first to use this method.
After learning of the success of the Lockheed program, many manufacturing companies established quality circle programs or initiated similar team-based methods of problem solving. Among them were Westinghouse, General Electric, Cincinnati Milacron, Ford Motors, Martin Marietta Corporation, General Dynamics, Bank of America, Dover Corporation, and Coors Beer Company. Then service organizations, such as hospitals, school systems, and state and federal government units, joined the new proposal.
In 1977 the International Association of Quality Circles was formed, which is now the Association for Quality and Participation.
3. A first impression
The quality circle is a group of volunteers, employees or workers of a specific unit of the company, which has ad hoc technical and administrative training (manufacturing procedures, methods, statistics, analysis and problem solving, management of meetings, presentation of reports, etc.) and that meets periodically under the direction of its hierarchical superior, to define, analyze and solve the problems that concern its unit. Although at first the quality circles were exclusively concerned - as its name indicates - with quality problems, now they have expanded their field of analysis to the working conditions, the production procedures, the production technology and the costs of exploitation.
So we have to:
- The quality control circles are small, generally involving between four and fifteen members, with the most appropriate number being between seven and nine. All its components work in the same workshop or basic production process. The members work under the same supervisor, who in turn is part of the circle. Although not always, generally the supervisor is the leader or head of the circle. In her role as circle leader, the supervisor does not give orders or make decisions. When decisions are taken in a group manner, participation is voluntary, which implies that all people who work in a factory or office have the opportunity to join or not the quality circles, postponing their entry, retiring, and reintegrating the same.The circles usually meet once a week,during working hours, receiving remuneration for said activity. For the purpose of their activities, the circles meet in special rooms, conveniently arranged and far from their own work area. The members of the circle receive special instruction about the regulations that they concern their participation in a quality circle, the mechanics of conducting the meetings and the way of making presentations to the administration (governing bodies). Instruction also covers techniques used to solve group problems, such as improvisation of ideas, cause and effect analysis, inverse analysis, mind maps, flow diagrams, scatter diagram and Pareto analysis among others. The management,They are the ones who choose the problems and difficulties they want to work on. The circles collect the information and receive the help they need to analyze a problem and reach a solution. Technical experts and management in general provide their help (support) to Circles with their information and experience whenever members so request. Circles are advised and guided by an advisor (facilitator) who attends all meetings but is not a member of the circle. Presentations prepared for management are presented managers and technical experts who normally have the authority to make a decision regarding a given proposal. The existence of circles depends on the willingness of their members to meet. The members can declare themselves in recess;subsequently restart work; meet for one or two months or for years to solve one, two or hundreds of problems.
4. Structure and process
The structure of a quality circle is fundamentally the way the group is integrated and is defined according to the position of the members within the business organization.
As for the quality circle process, it is made up of four threads:
1. Identification of problems, in-depth study of techniques to improve quality and productivity, and design of solutions.
2. Explain, in a presentation for management, the solution proposed by the group, so that managers and technical experts related to the matter decide whether it can be implemented or not.
3. Execution of the solution by the general organization.
4. Evaluation of the achievements made regarding the proposals formulated and put into practice.
5. Conditions for your success
For the purposes of a successful management, the quality circles must respond to the following guidelines:
- They should be employed in relation to short-term and measurable problems. Permanent support from senior management should be obtained. Group skills should be applied to problems in the circle work area. Supervisors should be trained in facilitation skills. Quality circles should be considered as a starting point for more participatory approaches to use in the future.
6. Negative factors to consider and how to overcome them
Among the various most important problems and inconveniences that must be taken into account when implementing and managing the Quality Control Circle systems we have:
- Top management misconception of what a quality circle process is. Opposition of middle management level and oversight to the introduction of quality circles. Poor training. Desire of quality circles office to become in an empire.Impossibility of putting into practice the proposals of the circles.Impossibility of evaluating the results of the quality circles process.Quality circles that are far from the basic structure.
It is feasible to successfully overcome the barriers and shady aspects that lurk the implementation of the quality circle system, applying the following five steps:
1. Obtain the support and commitment of management, and create an office for quality circles, whose objective is to promote the process throughout the company.
2. Develop a logical strategy for circle formation, based on a perfect understanding of the difficulties and the long-term objective: to make quality circles become a permanent and self-sustaining part of the administrative process.
3. Promote within the company those systems required to support the quality circle process.
4. Prepare training programs for all members of the company.
5. Take care of all the details, from getting a meeting room to codifying the rules of the quality circle process.
It is not possible to form the first quality circle without first having taken in due consideration all the steps described above.
7. Its implementation
The 17 stages necessary to achieve optimum implementation and subsequent excellent operation of the Quality Circles are described below.
1. Management seminar. Senior executives of a company must develop a realistic perception and understanding of the nature and modes of operation of quality circles.
2. Evaluation and decision. The management of the company decides on the implementation or not of the Quality Circles.
3. Seminar for middle managers. It will never be too much to insist on the importance of this stage. Middle managers must actively participate in the conception and management of the project. Consequently, they must clearly perceive the nature and characteristics of quality circles, as well as their influence on their role and responsibilities.
4. Evaluation and decision. The middle managers decide to actively support and participate in the implementation project.
5. Study committee. A study committee, made up of members of management, middle-level and junior officials, assess to what extent the company is ready to adopt the quality circle method. The main activity of this committee is to undertake an inventory of attitudes of company personnel.
6. Inventory of attitudes. Quality circles are an application of participatory management philosophy. Hence, it is important to evaluate the management philosophy, the organizational climate and the satisfaction of the company personnel at work.
7. Evaluation and decision. The study committee evaluates the probability of success of the quality circles in the company.
8. Union participation. The decision to implement the quality circles must be communicated to the company union. A positive reaction from it is important to ensure the functioning of the circles.
9. Statement of management principles. Management announces and justifies verbally or in writing its intention to introduce the method of quality control circles in the company.
10. Constitution of a steering committee. The steering committee comprises senior executives, middle-level officials, coordinators, and a union member. The committee must establish the general policies that govern the operation of the circles, the training strategy for the participants and the strategy for developing the circles within the company.
11. Communication of information to staff. With the help of brochures and meetings, the steering committee will present the project to the company's supervisory staff and agents.
12. Request for volunteers. The request can be made by sending a free membership form to all staff members.
13. Constitution of quality circles. They generally register between four and fifteen people.
14. Training of the animators. The coordinator takes responsibility for the training of the animators of the quality circles.
15. Training of the participants. About 20 hours of training should be planned for members. In high-tech companies, the duration of the same could be longer.
16. Start. You can choose to set up the quality circles at intervals of one or two weeks, in order to benefit from the experience gained in the first meetings.
17. Evaluation. Both the activities and the results obtained from them must be evaluated.
8. Examples of achievements
A quality control circle of a large manufacturing company discovered that in order to send their finished products to the packaging area daily, they had to wait 30 minutes on average to have a truck. The cost of a wheelbarrow was US $ 99.50. The circle recommended that one be purchased for their exclusive use and demonstrated that its cost would be recouped in less than 10 business days.
In another case, the quality circle of an automotive assembly line showed that if a stabilizer bar was redesigned to reduce its length by just over a half centimeter, that would allow them to install it more easily and quickly. The original design was fine on paper, but it was too long. Now the new redesigned bar installs in 40 seconds instead of the 70 seconds it took to install the old one.
In a third case, a group of workers demonstrated that changing the flow of paperwork could increase the amount of work produced per day by 10%.
9. Conditions to be an efficient Quality Circle Manager
Among the various aspects to be duly considered by supervisors in order to achieve the greatest effectiveness and efficiency of the Quality Circles we can list the following:
- Mastering the technique of Quality Circles. Thoroughly training members. Efficiently managing Circle meetings, which implies:
- Plan meetings very well Keep attendance records up to date Present a summary of what the circle has done on the topic at the beginning of the meeting Refrain from telling Circle members what to do Strive to maintain a democratic and fully participatory style and spirit.
10. Training
Quality Control Circles require special behavior that may conflict with traditional patterns, which is why it is essential to formally train different people about their new functions.
A good instruction or training program gives participants a clear and precise description of the various functions they must perform within the Quality Circles process and the techniques they must use to achieve the objectives. For example, members, the circle chief, and the advisor must know their fundamental roles within a circle meeting. They must also learn problem-solving, leadership, negotiating, and counseling techniques that enable them to carry out their work successfully.
The training program for quality circles is aimed at defining four primary functions: that of member of a circle, that of head of a circle, that of manager or expert and that of advisor. It is necessary to design a specific course for each of these functions that must be taught at intervals that fit the process introduction program.
The fundamental objectives of the training to be imparted are:
I. Make the participants aware of the process of quality circles and the advantages that this entails for them and for the company.
II. Clear any fears or concerns you may have about quality circles.
III. Convince participants to volunteer.
IV. Prepare them to play their role as members of your quality circle.
V. Introduce them to techniques for solving group problems.
SAW. Encourage them to feel that the circle belongs to them and that they are responsible for it.
11. Organization of Quality Circles
This organization is made up of five levels:
- Level One: Senior Management. Fundamental when it comes to establishing the Circles system and providing all its support. Level Two: Central Committee. Made up of company directors, both line and staff, middle managers and employees who are distinguished by their talent and ability. Their duties and responsibilities include preparing implementation plans, designing objectives and strategies, recruiting leaders, deciding on rewards, monitoring and controlling the program, relations with unions and senior management. Periodically report to Senior Management on the progress and achievements obtained. Level Three: Facilitator. They have various responsibilities described in point 12. Level Four: The Leader. The Leader's duties are: to direct the Circle meetings,train the components in the working techniques, serve as a link between the members of the Circle and the facilitator. Prepare the agenda for the meetings, and prepare the respective reports. Create the appropriate environment for the proper conduct of the meetings and present to the Management the suggestions proposed by the Circle. Level Five: the members of the circles. It has voluntary participation, with freedom of opinion and vote, limiting itself to dealing with issues of daily work.It has voluntary participation, with freedom of opinion and vote, limiting itself to dealing with issues of daily work.It has voluntary participation, with freedom of opinion and vote, limiting itself to dealing with issues of daily work.
12. Tasks and characteristics of a facilitator
Among the tasks to be carried out by a facilitator, the following may be listed:
1. Preparation of the implementation plan for the circles, together with the Central Committee (or maximum organizational official in the event that there is no Central Committee).
2. Attend the meetings of the Central Committee of which it is a part, informing it of the situation and the activities of the Circles.
3. Attend the first meetings of the Circles, until the leaders have enough experience to lead them by themselves and ability to report adequately.
4. Regularly attend an extensive number of Circle meetings.
5. Between one and another meeting of each Circle, you must comment, analyze and exchange opinions, with their respective leaders, about the operation and levels of achievement obtained.
6. Fulfill the function of advisor in the meetings of Circles, or for the members of the same, in everything related to its operation.
7. Provide the Circles with elements such as: graphics, slides, transparencies, projectors, blackboards, etc.
8. Organize training courses.
9. Proceed to report monthly to the Central Committee on the achievements.
Regarding the characteristics that a good coordinator or facilitator must possess, we can mention:
- Technical training at a medium or higher level or human relations, psychology, business sciences, pedagogy, statistics, etc. Sympathy and ease of communication. Good level of emotional intelligence. Constancy, order and organization and command ability. Caution, discretion and diplomacy. Persuasion, ability to convince and ascendancy.
New perspectives for Quality Circles
What was voluntary in principle must become a product of competitiveness and high technological impact. Given its strategic nature for the development of continuous improvement and improvement activities, in the current and future searches and selection of personnel, its capacity to work in a team and its knowledge and experience in Quality Circles are urgently taken into account. On the other hand, even when talking about voluntary choice, the management has various ways to pressure to work in the circles or to leave the company.
It is a reality that companies are and will be more than ever a team effort. Teamwork of the organization as a whole, but also of the various processes and work areas.
In the same way that with the Formula One mechanics, with the basketball or soccer teams (just to mention some sports), in the combat groups of an army or in the police forces, today the activities or tasks can no longer be conceived but as teamwork.
When setting quality, productivity and continuous improvement as objectives, it requires the implementation and start-up of various systems, methods and instruments, among which are the Quality Control Circles. Therefore, it is not feasible to allow the employees or workers to constitute or not such Circles, and to be part of them or not. Of course, this must always be accompanied by training measures, planning and support, and motivation, among which material compensation is not a minor issue.
If two companies compete with each other, and one makes use of quality circles as well as other methodologies and the second does not make use of them, it is too clear who will have greater advantages to win in the markets. Perhaps some manager would give his employees and workers the freedom to train or not. Well, the same thing happens with Quality Circles.
A preponderant factor for the success of the Quality Circles is to overcome the resistance to change of the middle levels of the organization. Middle-level managers are always afraid to see their positions undermined, to see their employees advance to overcome them, and to face the upper levels as lacking ideas.
The functions of these middle levels will be from here on more others and very different from the current ones. They must understand that the company is a team, in which everyone depends on everyone. Therefore, a fundamental function for them will be to motivate, train and inspire their subordinates to generate greater and better quality solutions. In this way it is how they will be evaluated from now on more to the middle levels, and based on them it is how they will be rewarded.
Adopting more strategic attitudes and thoughts, with a greater focus on waste disposal and total consumer satisfaction, will be the fundamental goal and obligation of middle managers.
The new participatory administration, with high content of delegation and empowerment, the increasingly fast and flexible responses, and the need to adapt quickly to change requires that employees not only use their hands but also their brains and emotions.
A competitive company cannot afford to waste the talent, experience and knowledge of its employees and workers.
14. Conclusions
In competitive organizations one of the mainstays is the broad participation of workers, and among the ways to achieve this, there are tools such as suggestion systems, empowerment, and quality circles.
The quality circles represent a very special methodology that, combined with Total Quality Control (CTC), management tools, and Statistical Process Control (SPC), allow Just in Time to become a reality, thereby reducing systematically costs and waste, increasing productivity and quality levels, and improving the quality of working life.
In remuneration systems based on the results of the company as a whole, the contribution that each worker and manager make to obtaining such results counts for a lot. Therefore, forming and actively participating in Quality Circles is an obligation more than a right.
Much remains to be investigated and done around the Quality Circles. There is still much that can be learned from them, what can be improved in them, and the companies where they can and should be applied.
Applying the Quality Control Circles should be one of the biggest challenges for Latin American companies, and especially for government entities, urged for better results.
15. Bibliography
Quality Circles - Philip C. Thompson - Editorial Norma - 1984
Quality Circles in Action - Mike Robson - Ediciones Ventura - 1992
Quality Circles - Francisco Palom Izquierdo - Editorial Marcombo - 1991
CTC: Japanese Wisdom - Hajime Karatsu - Editorial Gestión 2000 - 1992
Japanese Management and Participation Circles - Enrique Ogliastri - Editorial Norma - 1988
What is total quality control? The Japanese modality - Kaoru Ishikawa - Editorial Norma - 1994
Traditional Companies versus New Competitive Companies - Mauricio Lefcovich - www.degerencia.com - 2005
