How can you use quality circles to engage employees in TQM and Lean Manufacturing?

* Quality Circles now called : SGA (Small Group Activity), = “Kobetsu Kaizen" . SGA is a team of people working on solving a specific problem or improve an important issue (team size of 5-8 people). * How to use SGA in TQM & Lean :- SGA deal with two types of issues: 1) the idea – simple and easy solution that can be implemented immediately (e.g. raising the height of the conveyor belt after which attracts displays for palletizing, thereby facilitating the work of the person which palletizing), 2) subject to improvement – a more complex issue, on which it must consider and work on a group of people, often from different departments. The time to implement such a topic could take several months (e.g. increasing the efficiency of the line).

Quality Circle is a small group of employees- who volunteer to meet regularly to undertake work related projects- Quality, Productitivity, Safety, Efficiency, Cost, Working conditions etc. & generate recommendations to improve effectiveness in the selected area. Benefits of Quality Circles: 1. Develop participative culture and team spirit. 2. Increase productivity. 3. Improve Quality of goods and services. 4. Develop hidden problem-solving capabilities of people. 5. Involve workers in decision making. 6. Align Management and workers towards achieving common objectives. Quality Circles also prepare the ground for implementing Lean Manufacturing, TQM and TPM progressively using Small Group Activity, 7 QC Tools & relevant methodologies.

Os círculos de qualidade s?o um método eficaz para engajar os funcionários em iniciativas de TQM e Lean Manufacturing. Ao formar grupos de colaboradores, os círculos identificam, analisam e resolvem problemas relacionados à qualidade e eficiência. Isso promove um ambiente participativo e de melhoria contínua. Os benefícios s?o significativos: os funcionários se sentem valorizados ao participarem ativamente, o que aumenta a motiva??o e o comprometimento. Além disso, há desenvolvimento de habilidades de resolu??o de problemas, comunica??o e trabalho em equipe. Os círculos de qualidade impulsionam a cultura de qualidade e eficiência na organiza??o, gerando melhorias tangíveis nos processos e produtos.

The concept of Quality circle pioneered by Dr. Kaoru Ishikawa play a crucial role in both Lean manufacturing and TQM by facilitating employee involvement, collaboration, and continuous improvement. The primary goal of quality circles in Lean manufacturing is to promote a culture of continuous improvement and employee engagement and harness the collective knowledge and expertise of frontline employees to drive incremental improvements in processes, eliminate waste, and enhance overall efficiency. In the TQM context, quality circles serve as a forum for employees to collaborate and share ideas for improving quality, customer service, and organizational effectiveness.

Os círculos de qualidade s?o uma ferramenta poderosa para envolver os funcionários em TQM e Lean Manufacturing: 1) Participa??o ativa: Estimule colaboradores a contribuírem com ideias e solu??es para aprimorar processos. 2) Empoderamento: Capacite-os a tomar decis?es e implementar melhorias em suas áreas. 3) Reconhecimento: Valorize suas contribui??es e reconhe?a seus esfor?os em equipe e em melhoria contínua. 4) Treinamento: Ofere?a capacita??o para que liderem e participem efetivamente dos círculos de qualidade. 5) Comunica??o aberta: Promova um ambiente onde se sintam à vontade para compartilhar ideias e feedback de forma construtiva.

Formation of Quality Circles may be the very first step to engage employees in TQM and Lean Manufacturing. Because Quality Circles provide very solid foundation for implementation of TQM and Lean Manufacturing. Following steps may be followed to form effective Quality Circles: 1. Setting purpose, goals and objectives aligned with TQM and Lean Manufacturing strategies of the organization. 2. Formation of team: Very important next step in this journey. We have to remember that Quality Circles are voluntary in nature. Quality Circles have a definite structure with members, leaders, coordinators, facilitators and top management. 3. Training: All the members must be trained on Quality Circle Tools and Methodologies. 4. Next Step-Implementation.

Os círculos de qualidade na essência s?o voluntários, e por isso existe um grande desafio na forma??o dos mesmos. Entendo que o principal ponto é a relevancia dada dentro da Organiza??o e o suporte para que os mesmos sejam formados. Como eles ser?o reconhecidos? O que se espera deles ao final de um ciclo de trabalho? Como fazer para que os mesmos tenham acesso aos problemas relevantes que precisam ser resolvidos? Qual o suporte metodológico que será dado aos times? Enfm, entre essas e algumas outras perguntas a Organiza??o precisa verdadeiramente patrocinar esta prática, pois caso contrário os círculos ter?o vida curta e nunca ser?o incorporados ao dia a dia trazendo resultados que com certeza s?o capazes de trazer.

Forming quality circles is a strategic approach aimed at improving organizational performance by involving employees in problem-solving and decision-making processes. Implementing quality circles effectively requires careful planning and execution through several key steps: 1. Define Purpose and Scope: ?Purpose: Clearly articulate the purpose of the quality circles, ensuring it aligns with the broader objectives of Total Quality Management (TQM) and lean manufacturing. ?Scope: Determine the specific areas, processes, or issues the quality circles will address. 2.Select Members and Leaders: 3.Provide Training and Resources: 4.Establish Operating Procedures

Using Quality Circles to implement TQM and Lean Manufacturing is one of the best strategies organizations can adopt. Quality Circles provide just the right launch pad for implementation of Industrial Best Practices. Quality Circles are voluntary small groups of like-minded people who come together to resolve organizational problems related to Work environment, Quality, Safety, Morale etc. The main features of QC activities are Collaboration, Teamwork, Respect for Individual and Processes, Quality Mindset, Training and development of personnel- particularly on Quality & Problem-solving tools and Communication skills, and celebrating success together. These elements are perfect recipe for effective Implementation of TQM & Lean Manufacturing.

I will summarize: Quality circles are voluntary groups of employees who collaborate to identify and solve work-related problems, promoting continuous improvement and employee engagement within organizations. Working in groups and fostering public involvement not only enhances transparency and accountability but also promotes teamwork and collaboration. When individuals come together, they bring diverse perspectives, expertise, and ideas to the table, which leads to more informed decision-making and better outcomes. Ultimately, this collaborative approach fosters trust, strengthens relationships, and empowers teams to achieve their goals effectively.

To effectively implement Quality Circles, we must first understand the concept and define clear objectives. This involves establishing the structure, membership criteria and guidelines for the initiative. Encouraging voluntary participation and ensuring diversity is crucial. Training members on quality management principles, problem-solving methodologies, and communication techniques is essential. Once formed, Quality Circle members identify quality-related issues and prioritize them based on their impact. They then facilitate problem-solving sessions to analyze root causes and develop action plans. Monitoring progress through key performance indicators is necessary, and recognizing members' contributions promotes motivation and engagement.

Samsung has implemented Quality Circles as part of its commitment to continuous improvement and quality excellence. In Samsung, Quality Circles play a crucial role in driving improvements in product quality, reducing defects, and optimizing manufacturing processes across various product lines such as consumer electronics, semiconductors, and appliances. By engaging employees at all levels in problem-solving and process improvement activities, Samsung aims to meet customer expectations and maintain competitiveness in the global market.

I have had the opportunity in my professional career to associate with the implementation of Quality Circles and mentor a few circles in their endeavors to find solutions of their problems within their circle of influence. What I found through my experience is that Quality Circles can offer great platforms for people who work directly with Products and services to learn structured Quality and Problem-solving techniques, Communication skills, contribute to continuously improve, hone their skills and get recognized. In the process, people benefit through their personal growth and organizations benefit through improved skills, reduction in costs, improved quality, better employee engagement, customer satisfaction and high morale of people.

Quality circles are very Important for a successful organisation... Employees know the pain points and also the solutions, some organisations encourage the employees to have quality circle competitions annually with cash prizes...