Quality circles: what are they, and characteristics of this method

Companies tend to optimize their processes more and more, and for this, different procedures are constantly emerging that pursue this objective.

The quality circles is a good example of this.. Throughout this article we will study in detail all its characteristics, how it is carried out and we will discover what its strongest points are if we decide to use it in our own organization.

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What are quality circles?

The quality circles refer to a business methodology that seeks the optimization of the processes through groups of workers (the circles) that put in common the different problems and improvement aspects that they have found in their respective departments with the aim of pooling different ideas and reach solutions that allow solving the largest number of incidents that had previously been detected in the analysis done.

Once the members of the quality circles have reached these agreements, the next step would be

transfer the chosen ideas to the heads of each department so that they can study them carefully, check if their application is viable and, if they agree, implement them, allocating the resources for it departments that are needed for the new processes to come into operation and their effects can be felt as soon as before.

What makes quality circles so effective and valuable is that the information provided by workers from different sections of the company is first rate. hand and spontaneous, they are problems that they observe and experience themselves on a day-to-day basis, so they are not inferences or deductions based on third-party data. In this way, invaluable information is available to improve quality processes.

This methodology arose in Japan in the 60s, a country always at the forefront in the implementation of new procedures for the improvement of quality management. The creator of this new method was the businessman and chemist Kaoru Ishikawa. Since its very creation, quality circles have not ceased to be implanted in many Asian companies, demonstrating their effectiveness in organizations with the classic cultural cut of the East.

However, in its origin was not as successful in the western business world, a relatively common problem when it comes to exporting methodologies to very different cultural areas. But it is a problem with a solution, since the question is to adapt these methods to the idiosyncrasy of the place where we want to implement them. With adequate cultural adaptation, quality circles are just as effective in the West as they are in the East.

Characteristics

In quality circles there is the figure of the facilitator, a person in charge of coordinating the group and explaining the dynamics to follow. The facilitator provides adequate training in the methodology to the rest of the classmates. All members will hold these meetings within working hours, and they will do so with a certain regularity., as agreed by all and the priority of the issues to be analyzed in each session.

The facilitator will only be in charge of requesting the participation of the different members of the quality circle and guiding the process, but You should never evaluate the proposals that are made, nor pronounce in favor or against any of them, and you should maintain objectivity in everything. moment. If it would be within its remit to appease possible conflict situations that may arise between different components, again urging members to continue with the methodology.

Regarding the size of the group, it is recommended that each quality circle contains at least four participants and trying not to be more than eight. These are the recommended figures, but the total number can be adapted to the particular characteristics of the company, the number of departments that you have or if you want to deal with particular cases that imply the presence of more workers from the organization.

From among these members (since the figure of the facilitator is separate), one should be chosen as the spokesperson for the group. He will be the one who, once the session is over, provides the corresponding summary with the measures chosen to the different heads of the departments. The authorship of this document corresponds to the team as a whole, not to anyone in particular, since the decisions have been made jointly, so no signature will be reflected at the individual level.

The quality circles will meet again cyclically, according to the needs of the company, although it is recommended that there be at least one meeting each year. Likewise, the creation of other independent quality circles to deal with different issues can be encouraged, so that there are several teams working complementary at the same time and thus solving various problems in less time, which further optimizes the procedure.

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Implementation of this methodology to organizations

To be able to implement the methodology of quality circles, the first thing we need is the approval of the company's board of directors, of course. Once the plan has been presented, those responsible must support it and promote the proper functioning of the circles from now on, an essential condition for them to prosper, since Without the trust of company leaders, we cannot expect quality circles to develop the full potential they contain.

Once we have the green light, an implementation program must be designed adapted to the characteristics of the company, promoting the spontaneous appearance of the circles, as it is the ideal setting for the start of this Program. All quality circles must be supported by an independent organization, which provides all the resources that they need for a good operation, at the level of spaces, material or any other means required.

The next step will be choose the facilitators from the different quality circles and give them the appropriate training so that they can develop the tasks entrusted to their figure. At this point, the company can officially communicate to all workers the implementation of this methodology so that everyone who wishes can participate in the processes. It is important that the entire staff is aware of this situation, as one of the keys to making quality circles work is communication.

Then decide which are the most important issues and therefore to which they should dedicate the time at the beginning of the program. You do not have to be too ambitious and treat all problems at the same time, you have to build a scale of priorities and try to resolve each issue before moving on to the following. In addition, it is important that the first problems that are addressed have a relatively simple solution, since starting successfully is key to enhancing the implementation.

Everything would be ready to start the first quality circles in the company. It may happen that on these first occasions workers are reluctant to participate, perhaps because of the proposed themes. In that case, it would be appropriate to wait a while to propose the creation of the circles again, proposing different issues this time, hoping that this change will motivate the first members to make their appearance.

Contents

The topics that must be dealt with in quality circles are very varied, especially depending on the type of company and the sector in which it is located. However, there are general lines that are suitable for multiple companies and that can be a good guide to start putting the methodology into practice. Likewise, there are also a number of issues that should never be chosen as topics to be discussed within circles.

As examples of those that are likely to be chosen, we would have to increase the quality of the product or service offered, improve the channels of company communication and interdepartmental coordination, minimize bureaucratic processes, reduce costs, offer customer service more satisfactory, improve working conditions at an environmental level (comfort, cleanliness and safety) or shorten deadlines, to the extent possible.

But we already anticipated that there are topics that are not suitable to be analyzed by security circles. For example, we should never discuss the working conditions of employees, question the capabilities of those responsible for the teams or others. colleagues, assess the business strategies that are being carried out, or comment on other series of company decisions such as dismissals or promotions of certain people.

Bibliographic references:

• Palom, F.J. (1991). Quality circles: theory and practice. Productica.
• Ruelas-Barajas, E., Reyes-Zapata, H., Zurita, B., Vidal-Pineda, L.M., Karmcher, S. (1990). Quality circles as a strategy for a quality assurance program for medical care at the National Institute of Perinatology. Public Health of Mexico.
• Thompson, P.C., Hassan, A. from. (1984). Quality circles: how to make them work. Norma Quito.