Quality circle

A **quality circle** is a small group of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems, particularly those related to quality, productivity, and efficiency. Typically composed of 6-12 members from the same work area, these groups use structured problem-solving techniques, such as brainstorming, Pareto analysis, or cause-and-effect diagrams, to propose and implement improvements.

Key features:

- **Purpose**: Enhance quality, reduce defects, improve processes, and boost employee morale.

- **Origin**: Developed in Japan in the 1960s by Dr. Kaoru Ishikawa as part of the post-WWII quality movement, inspired by W. Edwards Deming.

- **Structure**: Led by a facilitator or team leader, often a supervisor, with members trained in basic quality tools.

- **Process**: Identify issues, collect data, analyze root causes, propose solutions, and present to management for approval.

- **Benefits**: Improves teamwork, empowers employees, reduces costs, and enhances product/service quality.

- **Challenges**: Requires management support, time commitment, and sustained motivation to avoid fading enthusiasm.

Quality circles are widely used in manufacturing, healthcare, and service industries, aligning with Total Quality Management (TQM) principles. They foster a culture of continuous improvement but depend on organizational commitment for success.