The typical difference between quality circles and continuous improvement teams is

Tim Crocker

Tim Crocker

Seeking my next Leadership Oppurtunity. Part time student Industrial and Organizational Psychology PhD program

Published Sep 11, 2016

Quality Circles

Professor Ishikawa (1951-1989) is known as the “Father of the Quality Circle” for his role in launching Japan’s quality movement in the 1960’s. In the late 1950’s he articulated the philosophy that lead to the development of quality circles in the early 1960’s.  Quality circles are a popular quality improvement systems tool.  Nearly all major companies have adopted at a version or spin-off of the Quality Circle.

A quality circle is a small group with a focus on quality control activities. This actually is misleading as the elimination of waste and the improvement of the waste process is also fair game for a "quality circle".

This is an all volunteer group formed from the area they work within. The small group works under the umbrella of companywide quality control Program or at least a department mandate to address specific problems. The activities of the small local team focus on the self-development, mutual development, and quality improvement of the organization (locally). The workshops utilize quality control techniques with all the members participating.  The ultimate aim of these QC’s is to build people and develop them in order to create interest and dedication in their work and to improve quality, productivity, cost reduction and the quality of work life. Basically, they improve the work process, product quality, and bolster employee engagement.

They meet regularly to identify, analyze, and solve work-related problems with a focus on reducing defects and elimination of waste. The group often is led by a supervisor, or a trained facilitator, and presents its solutions to management - but everywhere possible they implement the solutions themselves directly without approval in order to improve the performance of the organization and motivate employees. 

What They Do

Typical topics for quality circles are improving safety, reducing cost, improving the product, and improvements of the workplace and manufacturing processes.  They meet regularly on company time and are coached by competent facilitator who has had some specific training and provides some guidance to the circle. The guidance of the facilitator is on the proper application of the tools - not on the direction the group should proceed. Many modern safety focus teams are actually an offshoot of quality circles and are simply not aware of the genesis of this methodology.

Quality circles function under the umbrella of a company-wide quality and process improvement program, at least in a mature enterprise, but locally they focus on:

1. Implementation of team generated ideas for process and quality improvement
2. Creating a cheerful and empowered work environment
3. Eliminating waste of all kinds
4. Drawing out the full potential of employees (the 8th waste)

Getting Started

When starting this effort consider these initial steps.

1. Obtain commitment from local leadership and the right people. Don't look for a pie in the sky mandate for tons of resources. Just ask for a few people to meet weekly to solve a problem. Start small and grow your creditability and the value of the exercise from there.
2. Select the area and identify stake holders. Pick a spot where it will be easy to land a few nice, easy, very visible wins so the team can start with some successes. Stack the deck so you can build some momentum.
3. Select objectives - good time to use basic process improvement tools. Consider brainstorming, fish bone, and PICK charting. Use the basic tools perfectly and use the help of a very strong coach. Avoid using any fancy analysis or presentation skills - keep it basic and fundamental. Keep it easy to grasp.
4. Expose people to the program gradually and visit another quality circle that is operating in a mature continuous improvement environment. Pollination teams are fair and away the best method for doing this. Spring board off of someone else who is already do this if you can.
5. Inform and communicate - the A3 tool is a great way to summarize a large amount of work and planning into an easy to share, display, and transmit summary. Gaining high visibility for your first few strong wins is crucial to building up momentum - make it look good on posters and be easy to transmit, it will also help to make it an easy to read item on a mobile device.
6. Keep the program voluntary. You can't force engagement, just keep providing the opportunities some will come - some will not. You want to leverage yourself into a spot where you develop scarcity to be on the team rather then a requirement,
7. Training is crucial - Basic lean or Kaizen training needs to be completed in advance of established quality circle. Quality circles are not a substituent for lean or kaizen. Rather they are a vehicle used to continue activity in the mature state.
8. Start slowly with just one team, spend lots of time talking and discussing, have fun and be positive.
9. Before you every implement any change always verify your facts, test with a small pilot, and fully vet out your plan before implementing,

The Benefits

Here are some of the benefits I have seen and I am sure there are more.

1. Team Work: This type of cross team and cross shift workshops reduces conflicts and clashes and enhances the concept of team spirit. 
2. Empowerment: Employees start working with a positive attitude towards work, assuming it as their own work. They develop a “Can Do” and “I care” attitude. 
3. Growth and Skills: Quality circle practices help team members learn new skills and it also brings out the hidden potential of employees. 
4. Positive Attitude: It improves the working environment and involves employees in every process, right from a small decision to a big deal. Simply being involved will improve everyone's attitude.
5. Increased Productivity: These circles will increase overall productivity by improvement of the work processes and reduce cost by involving and empowering those nearest the waste. Increased operational efficiency, improved quality, and most importantly more shop floor innovation are the hallmarks of properly applied quality circles.

I hope you all enjoyed this post! If you are interested in lean, kaizen, or any flavor of process improvement please consider join my network. I accept all invites so please join my network.

Tim

Tim Crocker currently is engaged with the SASOL LCCP Cracker Project in Westlake, Louisiana as the Utilities and Infrastructure Production Manager. During his career, he has worked on infrastructure development at BASF, biofuels technology development with British Petroleum, and utilities management at Georgia Pacific and Domtar. His areas of expertise are process improvement (Kaizen); lean, steam and power system; water treatment; chemical recovery; energy management; waste treatment; and performance management. Tim received his Bachelors in Chemistry from the University of Portland along with a Major in Philosophy. Later he earned his Masters from the Institute of Paper Science in Atlanta, GA. Tim is an active blogger and is working on his first eBook. He is available for management consultation and speaking engagements. Currently, Tim lives in the Moss Bluff community with his wife, Cathy, and daughter, Yuri. They enjoy gardening, amateur astronomy, cooking, and model rocketry.