The basic idea of the Quality Circles consists of creating awareness of quality and productivity in each and every one of the members of an organization, through teamwork and the exchange of experiences and knowledge, as well as mutual support. All this, for the study and resolution of problems that affect the adequate performance and quality of a work area, proposing ideas and alternatives with a focus on continuous improvement.
DEFINITIONS
The following definitions are set forth in Phillip C. Thompson's book, Quality Circles, How to make them work ?, and refer to the different ways the concept is defined in the text:
- A Quality Circle is a small group of people who meet voluntarily and periodically to detect, analyze and seek solutions to problems that arise in their work area.A Quality Circle is made up of small groups of employees who meet and intervene at fixed intervals with their leader, to identify and solve problems related to their daily work A Quality Circle is made up of a small number of employees from the same work area and their supervisor, who meet voluntarily and regularly to study quality control and productivity improvement techniques, in order to apply them in the identification and solution of difficulties related to problems related to their jobs.The Quality Circle is a small group that voluntarily develops quality control activities within the same workshop. This small group continuously carries out, as part of the quality control activities throughout the company, self-development and development, mutual control and improvement within the workshop, using quality control techniques with the participation of all members. of employees who perform similar tasks and who voluntarily meet regularly, during working hours, to identify the causes of problems in their jobs and propose solutions to management.mutual control and improvement within the workshop, using quality control techniques with the participation of all members A small group of employees who perform similar tasks and who voluntarily meet regularly, during working hours, to identify the causes of problems of their work and propose solutions to management.mutual control and improvement within the workshop, using quality control techniques with the participation of all members A small group of employees who perform similar tasks and who voluntarily meet regularly, during working hours, to identify the causes of problems of their work and propose solutions to management.
Despite the many definitions attributed to the concept of Quality Circles, it is convenient to make it clear that for the purposes that concern us, we will define Quality Circle as:
"Natural work group, made up of employees of the same institution or company who perform similar tasks and who voluntarily meet regularly, during working hours, to identify the causes of problems in their work and propose solutions to management."
THE CIRCLES OF QUALITY
The popularity of Quality Circles is due to the fact that they favor the workers themselves sharing with the administration the responsibility of defining and solving coordination, productivity and, of course, quality problems.
Additionally, they promote the integration and involvement of staff with the aim of improving, be it products, services or processes.
In other words, the Quality Circles realize everything wrong that happens within a company, they give the alarm signal and create the demand to seek solutions together.
The employees of each Circle form a natural work group, where the activities of its members are in some way related as part of a process or work. The task of each of them, headed by a supervisor, is to study any production or service problems that are within their scope of competence. In most cases, a Circle includes a study project that can be solved in approximately three months and that will not take more than one semester (six months).
The mission of a Circle can be summarized as:
- Contribute to improve and develop the company Respect the human side of individuals and build a pleasant work environment and personal fulfillment Promote the application of the talent of workers for the continuous improvement of the areas of the organization.
The term Circle of Quality has two meanings. It refers both to a structure and a process and to a group of people and the activities they carry out. Consequently, it is possible to speak of a Quality Circle process as well as its structure.
Structure: 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 a business organization. In practice, Quality Circles require a prolonged period of work under the supervision of an Advisor.
Process: the process of a Quality Circle is divided into the following steps.
- Problem identification Problem analysis and information gathering Search for solutions Selecting a solution Presenting the solution to management Execution of the solution Evaluating the solution
Figure 5.1 Process for solving problems in Quality Circles.
CHARACTERISTICS OF QUALITY CIRCLES.
- The Quality Circles are small groups. They can participate from four to fifteen members. Eight is the ideal number. They meet at fixed intervals (generally once a week) with a leader, to identify and solve problems related to their daily work. All members must work in the same workshop or work area. This gives the Circle identity and a sense of belonging to its members. Members must work under the same boss or supervisor, who in turn is also a member of the Circle. Usually, the boss or supervisor is also the head of the Circle. He does not order or make decisions, it is the members as a whole who decide. Participation is voluntary, both for the leader and for the members.Hence, the existence of the Circles depends on the decision of each member. The Circles meet once a week during the hours agreed with the immediate superiors. Ideally, the meetings are held in special places away from the area of ?? The members of the Circle must receive special training to participate adequately, both prior to the creation of the Circle, and continuing during its operation.The members of the group and not the management are the ones who choose the problem and the projects on which they will work.The members of the Circle must receive special training to participate adequately, both prior to the creation of the Circle, and continuing during its operation. The members of the group and not the management are the ones who choose the problem and the projects on which they will work.The members of the Circle must receive special training to participate adequately, both prior to the creation of the Circle, and continuing during its operation. The members of the group and not the management are the ones who choose the problem and the projects on which they will work.
Ideally, the selection process is not carried out by democratic vote (by majority vote), but by consensus; in this way all the participants agree on the problems that need to be solved.
- The Circles must receive assistance or advice to analyze a problem and decide on it. The General Management and the technical experts must commit to providing their help to the Quality Circles. The Circles must receive the support of an Advisor (internal or external), who will attend all meetings, but who is not a member of the Circle. The presentations prepared for the Directorate will be previously presented to the managers and technical experts who normally have the authority to make a decision about the viability of the proposal. The company must carry out periodic evaluations to check whether what is necessary for the operation of the Quality Circles is provided, as well as for the execution of the proposals derived from them. The Quality Circles are not meant to be sustained for a time and then abandoned, but must be permanently kept in operation, always seeking their improvement.
ESTABLISHMENT OF QUALITY CIRCLES.
For the introduction of Quality Circles in a company or institution, it is fundamentally required to carry out the following phases or stages:
- Convince and commit the General Directorate in the process Establish the necessary organization for the administration of the Quality Circles, from an administrative unit in charge of coordinating their introduction and operation Commit employees.
EMPLOYEES MANAGEMENT
- Develop a work plan for the introduction of Quality Circles, so that they form part of the operation of the company or institution Regulate the way in which Quality Circles operate Developing Support Systems for Quality Circles Quality. Apply training programs to all the personnel and levels of the company, so that there is a homogeneous knowledge and work methodology. Have the didactic and logistical support for the tasks of the Quality Circles.
When selling the idea of Quality Circles, you need to proceed from the top down. Executives must be involved first, then mid-level managers, and finally employees.
EXECUTIVES
MIDDLE LEVEL MANAGERS EMPLOYEES
Figure 5.2 Engaging the entire organization
Later, during the establishment of Quality Circles, it is convenient to start at the middle level, training managers or department heads, as the case may be, in order for them to understand what the objectives of the program are, the function that they should perform and the benefits they will enjoy.
Afterwards, the heads or supervisors must be trained as heads of the Quality Circles. Finally, employees should be taught group problem solving techniques and joint decision-making methods.
THE OPERATION OF QUALITY CIRCLES.
In the operation of the Quality Circles there are two stages:
First Stage.- It is located at the level of the employees, who identify a problem, analyze it and present a solution to management through a viable, structured and documented approach.
Second Stage.- It is carried out at the managerial level, as they are the ones who listen to the proposals emanating from the Quality Circles, evaluate them and generally decide after two or three meetings - whether it can be put into practice or not. If the decision is favorable, they draw up a plan to execute the proposal and put it into action as soon as possible.
OBJECTIVES OF QUALITY CIRCLES
- Promote an environment of collaboration and reciprocal support in favor of the improvement of operational and management processes Strengthen the leadership of the managerial and supervisory levels Improve human relationships and the work environment Motivate and create awareness and pride for good work done. Make all staff aware of the need to develop actions to improve quality. Promote better communication between workers and directors or managers. Make known the progress and obstacles to overcome to achieve constant improvement.
Figure 5.2 Quality Circles favor workers and the institution or company
DEVELOPMENT OF QUALITY CIRCLES
On the other hand, there are characters in charge of the development of the Quality Circles:
The Facilitator.- He or she is responsible for directing the activities of the Circles and attending their meetings. It serves as a link or pathway between the Circles and the rest of the institution and reports to a high authority that supports the idea of the quality control circles.
Other responsibilities include training leaders and forming other circles within the organization. Get outside technical assistance when required.
The Leader of the Quality Circle.- He is the natural head of the work group and at the same time the symbol of the support of the management, direction or leadership. Their absence from the Quality Circles, in one way or another, is always detrimental to the process. Over time, the members of the Quality Circle will choose the leader they most prefer according to their agreements; in the meantime and until this happens, the supervisor will be the one generally chosen.
The activities of the leader include:
- Create an atmosphere in meetings that encourages participation Use interaction techniques that give everyone the opportunity to speak so that all points of view are heard Work with the team to help them make decisions without conflict. Ensure that someone is in charge of carrying out the decisions and agreements made by the Quality Circle. Follow up on the proposals and resolutions taken.
Instructor.- Organizes and conducts training courses for operating personnel, supervisors and heads of the circles, as well as for the employees who are members of the circles and advisers. Initially, the courses are aimed at explaining the functions of each person must play within the process, then the training is oriented to the use of tools and techniques for the identification and resolution of problems.
Advisor.- Advises the Circles and in particular the leaders, on the way in which the meetings should be handled, solving problems and presenting cases to management. The advisor attends all the Circle meetings assigned to him, meets privately with their leaders before and after each meeting to help them organize and evaluate their progress, and provides support in this regard. to study material.
The expert.- It is the one who due to his scientific or technical knowledge is empowered to determine the feasibility of the solution or measure proposed by the Quality Circle.
TRAINING
Within the development of circles, training plays a very important role. The first training actions should be directed to the facilitator and the managers. The facilitator in turn trains the leaders, who in turn will train the Circle members.
Topics in which members are instructed include principles of problem solving techniques, brainstorming, problem analysis, decision making, Ishikawa diagrams, Pareto charts, histograms, process control charts, check sheets, sampling techniques, presentation of results and case studies, among others.
The training program for the Quality Circles is aimed at qualifying the personnel that will be part of them, emphasizing the main functions of each member:
- That of the member of a Circle. That of the Head of a Circle. That of the Expert, and that of the Advisor.
OBJECTIVES OF THE TRAINING
- Make the participants aware of the Quality Circles process and make them aware of the benefits it entails for both them and the company Clear any fear or doubt that may be had about the Quality Circles Convince the participants to collaborate Voluntarily Prepare them to carry out their role as members of a Quality Circle Enable them to handle the techniques to solve problems in groups Encourage them to assume their commitment as those responsible for the organization and maintenance of the Circle.
TECHNIQUES USED IN CIRCLES TO SOLVE PROBLEMS
- Improvisation of ideas in groups Flow charts Pareto analysis Cause and effect diagrams Charts Control charts Check sheets Decision matrices Cost benefit analysis
OTHER ELEMENTS
For the proper operation of group work, it is convenient to emphasize the correct use of the following elements:
Agendas
A clear agenda for meetings provides members with a work schedule in which to operate. The Agenda must be delivered in advance to each member. It should include the time (start and end), place, and purpose of the meeting. It can also be accompanied by support material.
Clear procedures
When a common agreement is reached on the rules or methodology of the meeting, everyone becomes more comfortable with the way the meetings are conducted. Participation in the elaboration induces commitment.
Clearly stated objectives
In order for the participants to direct and focus their efforts, everyone must know and participate in the definition of the objectives of the working group, and update or validate them periodically.
Reflection time
Reflection time can take the form of a short break to allow everyone to take a breath; too. Sometimes when a conflict arises or the situation becomes difficult, it is very productive to allow a quiet time for members to calm down and clarify their ideas.
Assignment of actions and responsibilities
The leader should review the assignments of actions and responsibilities before the end of the meeting and these should be recorded in the minutes.
Minutes
The minutes are used to communicate the decisions and based on these, carry out the follow-up of the corresponding actions. During the meeting, someone should be responsible for recording what happens. After the meeting, the minutes should be distributed to team members and anyone else who needs to know what happened.
Ideal Environment for Quality Circle Meetings
The most appropriate setting for a meeting is one that encourages each member to be willing to participate and contribute. Listen to others and be fully involved in the team's work.
There must be a special atmosphere depending on whether it is:
- Meeting Preparation Readiness to listen Opening Confidence building
Willingness to listen.
This is perhaps the most important skill for teamwork. Listening is something we do every day; not listening is also something we do every day.
In meetings, a good listener will strive to understand the intent and content of what others are saying, without being distracted by your speaking style. It must be seen beyond the form and go to the bottom of the exposed, avoiding prejudice by personal styles.
Consolidation of Quality Circles.
It can be said that Quality Circles are firmly established when:
- They cover the entire organization at all levels. They are permanent. They are promoted, trained and supported by the middle levels of management.
Circles Contributions (How to measure their effectiveness)
- Number of presentations made to management Types of proposals submitted Percentage of proposals submitted (annual number of proposals submitted by each Circle) Percentage of proposals approved (number of proposals accepted by management)
Business results (What you get with its implementation)
- Change in the percentage of production Change in the percentage of defects Change in the percentage of rejected products or poor services Change in the percentage of frictions Change in the percentage of lost time Change in the percentage of complaint reasons Change in accident rate Savings calculated in costs Proportion between cost savings and expenses generated by the program Better personal results
Finally, the achievements of the Quality Circles should be published in the newsletters of the company or institution or posted on the boards, in such a way that the participants receive recognition for their efforts, both from the direction or management where they work and from their colleagues. work, and at the same time know the progress and impact of the proposals developed.
BIBLIOGRAPHY
Thompson, Phillip C.. Circles of Quality. How to make them work. Norma Editorial Group. First edition. Colombia 1994.
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