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Quality circle

About: Quality circle is a research topic. Over the lifetime, 990 publications have been published within this topic receiving 19600 citations. The topic is also known as: quality control circle.


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01 Jan 2012
TL;DR: In this article, the impact of quality circle on employees and organization is discussed in detail through a case study and the observed data are analyzed through cause-effect diagram, Pareto-diagram etc.
Abstract: This study is an attempt to focus on the impact of quality circle towards employees & organization. Employee's attitude towards participative management is also discussed in detail through the case study. The observed data are analyzed through cause-effect diagram, Pareto-diagram etc. The results and findings are not only amazing but also beneficial to both employees & organization. It results in - Drastic reduction in wastage, considerable increase in average saving, minimizing financial losses, and increased employee's motivation. By operating machine with care and minimizing wastage, the production & hence productivity increases considerably. It also aims individual as well as group development by bringing out hidden capabilities of the employees, their change in attitude, skill development & good team relationship. It enhanced the quality of the output & services. Significance and perception of training with good leadership qualities are the success of quality circle in any organization. This study reveals & suggests that the positive attitude will be developed. It leads to overall improvement in organizational culture as well as performance of employees.
Book ChapterDOI
16 Jul 2020
TL;DR: It is observed that the method applied by the evaluators in face-to-face meeting will give different results, than the method applications according to the mathematical method and this will indirectly affect the award ranking results in terms of equity and fairness.
Abstract: In this study, Quality Circles and Kaizen Award evaluation process is inspected Awarding process has been organized by Ankara Branch of Turkish Society for Quality (KalDer) since 2008 to support the continuous improvement activities and teamwork within the companies The effects of evaluators’ decisions on awarding process are observed Multi-criteria decision-making techniques are applied to reduce the subjectivity caused by the evaluators The data of 13 Kobetsu Kaizen teams (2018 awards) and 7 Kobetsu Kaizen teams (2017 awards) are used The AHP method is used to determine the criteria weights In the award-ranking phase, integrated AHP-GRA and AHP-TOPSIS methods are used The sensitivity analyzes are performed, as well It is observed that the method applied by the evaluators in face-to-face meeting will give different results, than the method applied according to the mathematical method and this will indirectly affect the award ranking results in terms of equity and fairness
01 Jan 1987
TL;DR: The concept of Quality Control (QC) circles as mentioned in this paper was introduced by the Japanese to identify, solve, and implement solutions to work-related problems, and has been successfully transplanted into America by many firms and achieving excellent gains in productivity, quality, and worker-management relations.
Abstract: In light of the growing worldwide competition among industrial manufacturers as developing nations become more technologically viable, it becomes imperative that we, as a nation, become more conscious than ever of quality and productivity. Our most serious competitors, the Japanese, have developed a nationwide sense of quality consciousness and have evolved a management and manufacturing system to achieve their goals of superior quality that is currently unrivaled. One important element of their productive system is the concept of Quality Control (QC) circles; generally described as a problem solving group of working people, who as members of a team, identify, solve, and implement solutions to work-related problems. Circles have served to tap a vast reservoir of energy, productivity, and ingenuity among the Japanese work£ orce, aiding them in their quest for manufacturing and quality superiority. We must learn more about these circles, what they are, how they operate, what they can do for us, and how we, as a nation can apply them to our manufacturing ~roblems. They have already been successfully transplanted into America by many firms and are achieving excellent gains in productivity, quality, and worker-management relations. TABLE OF CONTENTS LIST OF TABLES • LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
01 Jan 2006
TL;DR: Quality circles would represent an effective and less expensive solution in order to improve quality level in Romanian companies which manufacture products, would motivate and turn to account more the human resources potential, transforming it from cost into resource, would generate operative solutions to solve many problems which a company must confront with day by day as discussed by the authors.
Abstract: Quality Circles would represent an effective and less expensive solution in order to improve quality level in Romanian companies which manufacture products, would motivate and turn to account more the human resources potential, transforming it from cost into resource, would generate operative solutions to solve many problems which a company must confront with day by day. The effect is overall better working climate, improved employee health, safety and morale, helping to enlarge a mentality focused on a high quality level for company‘s products.
Journal ArticleDOI
TL;DR: In this article, the concept of "quality circle" as described in Total Quality Management (TQM) is incorporated in an applied manner across organization in order to establish a comprehensive and cohesive network for intra organizational knowledge sharing, that not only facilitates those involved in routine operations but paves the way towards organizational learning.
Abstract: Organizations round the globe are trying their level best to maintain the flow of knowledge across organization in a holistic manner, keeping all the groups, sections and department on board; but most of the time the process of knowledge sharing does not seem smooth, casual and ordinary. On the contrary, it is trouble shooting, particular and situational. This paper encompasses the concept of ‘quality circle’ as described in Total Quality Management and strives to have the same incorporated as ‘knowledge circles’ in an applied manner across organization in order to establish a comprehensive and cohesive network for intra organizational knowledge sharing, that not only facilitates those involved in routine operations but paves the way towards organizational learning.

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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20233
202213
20215
20208
201915
201814