Topic
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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Book•
01 Nov 1987
TL;DR: In this article, a new, refreshing approach to productivity: why it is important, and how to manage and measure it is presented, with such productivity improvement programmes as action learning, quality circles, inter-firm comparisons, and business clinics, and offers information on the most important areas in which productivity can be improved.
Abstract: This book offers a new, refreshing approach to productivity: why it is important, and how to manage and measure it. It deals in a stimulating way with such productivity improvement programmes as action learning, quality circles, inter-firm comparisons, and business clinics, and offers information on the most important areas in which productivity can be improved (quality maintenance, waste reduction and human resource management) and on a number of techniques which have been field-tested by enterprises and in ILO projects. A training videocassette, based on this book and entitled Quality in the job: Improving productivity through people, is available from Gower Training, Gower House, Croft Road, Aldershot, Hampshire, GU11 3HR, United Kingdom, www.gowertraining.co.uk.
142 citations
TL;DR: The present review of some of the leading theories attempts to classify and clarify the state of knowledge of Japanese management to capture the complexity of Japan's managerial achievement.
Abstract: Many competing hypotheses have been advanced to account for the apparent effectiveness of Japanese management practices. The present review of some of the leading theories attempts to classify and clarify the state of knowledge of Japanese management. Although each theory may be correct as a partial explanation of Japan's success, no single conceptualization has captured the complexity of Japan's managerial achievement. Further development of integrated, internally consistent models is needed.
141 citations
TL;DR: In this article, the authors present an analysis of the benefits of two team structures -quality circles and self-managing work groups - for Australian work organizations utilizing the Australian Workplace Industrial Relations Survey for 1995.
Abstract: This study presents an analysis of the benefits of two team structures - quality circles and self-managing work groups - for Australian work organizations utilizing the Australian Workplace Industrial Relations Survey for 1995. The analysis indicates that firms with team structures have higher labor productivity, a flatter management structure and reduced employee turnover. The presence of team structures in Australian firms indicates a decrease in industrial harmony. The findings were inconclusive regarding absenteeism and profitability.
139 citations
TL;DR: In this paper, the authors explored the relationship between flexible workplace practices and workplace health and safety, and found a positive, statistically significant, and quantitatively sizeable relationship between cumulative trauma disorders and the use of quality circles and just-in-time production.
Abstract: This paper matches establishment-level data on workplace transformation (e.g., quality circles, work teams, and just-in-time production) with measures of cumulative trauma disorders at these same establishments to explore the relationship between 'flexible' workplace practices and workplace health and safety. The results reveal a positive, statistically significant, and quantitatively sizeable relationship between cumulative trauma disorders and the use of quality circles and just-in-time production.
133 citations
TL;DR: In this paper, a part-time executive MS degree program in management was used to evaluate the applicability of the Kaizen process in higher education and found that it was an effective process for improving graduate business school courses and the value proposition for students.
Abstract: Purpose – To illustrate the applicability of kaizen in higher education.Design/methodology/approach – Kaizen process was used for ten courses contained in a part‐time executive MS degree program in management.Findings – Kaizen was found to be an effective process for improving graduate business school courses and the value proposition for students.Research limitations/implications – Further opportunity to quantitatively correlate kaizen results with student satisfaction.Practical implications – Kaizen can help higher education institutions compete more effectively against both traditional non‐profit and newer for‐profit sources of higher education.Originality/value – Presents insights, lessons learned, and critical reflections from the first known application of kaizen in higher education for this purpose.
123 citations