Quality circles and production/operations management: Concerns and caveats

A number of questions do exist about the use of quality circles in the production of goods and services in this nation. Some of these concerns are described under the headings of: Cultural Considerations; White Collar Effectiveness; Motivational Forces; Effectiveness of Quality Circles; Introduction of Quality Circles; and Quality Circle Longevity. This paper presents some implications and caveats for the use of quality circles as a basis for improving quality and productivity: (1) A diagnosis of the organization to ensure that an organizational development intervention is appropriate. (2) A realistic expectation of what QCs can do and how quickly. (3) Quality circles should not be introduced into organizations under extreme stress. (4) QCs should not be forced into an organization. (5) Program costs must be considered. (6) Management should not expect perfect results but that there will be failures and some circles will not have a long life. This article attempts to provide an objective analysis of the quality circle concept as a method for improving productivity and quality. The concept of quality circles is sound with real successes evident. It is necessary for a company attempting to use quality circles to have a strong degree of commitment by management to respond to the involvement of their employees.