9 - Quality Circles Successes and Problems at Hughes Aircraft

Abstract

This chapter describes several quality circles' successes and problems at Hughes Aircraft Company. From the time of starting quality circles in 1976, the Hughes Aircraft Company can identify many significant successes and some important problem areas with their circle program. Starting by briefing the Hughes-Carlsbad general manager, and with his positive support, the concept to other management and employees and implemented four pilot circles was introduced. The Hughes circles program has encouraged vital communications, participation, and contribution between management and employees in meeting Hughes and customer requirements. Circles have improved products, service, quality, job performance, safety, working conditions, individual growth, company morale, and productivity. Although different companies can have different types of problems with circles, three problem areas have been most significant in affecting the progress of the Hughes quality circle program: (1) the identification and training of facilitators; (2) the support of quality circle programs by supervision and middle management; and (3) the proper documentation of circle meetings and the management visibility reporting of the circles' activities.