Quality circle

See also: Quality

Appeared with the beginning of the year 1960 in Japan, their success can be allotted to three factors: the use of the statistics, the Group dynamic and satisfaction in the Work.

A principal person in charge (or organizer) lays down the objectives of work for a particular problem. An work group from 4 to 15 people (of different level and service in the company), meet regularly to define, analyze, choose, propose and solve the problems concerning quality in work. Of all the problems, the group is focused on most important and brings its reflection (brainstorming).

The philosophy of this method is to bring together the people directly concerned by a problem given in order to discuss it. Knowing their work better than whoever, they are best placed to find the solutions and to stop the wastings.

The quality circles allow:

to improve the quality.
to reduce the wastings.
to modify the attitudes and the behaviors.
to reduce the costs.
to improve safety.
to collect data.
to increase the productivity.
to increase the satisfaction of the personnel.
to increase the cohesion of the teams.
to improve competences and know-how.
to improve the communication.

Sources

LP Duperier

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