A snapshot of the profile of a quality circle programme at the eighteenth month stage

Abstract

The paper outlines the findings of a case study carried out in a printed-circuit board manufacturer, as part of a development project on quality circles funded by the Manpower Services Commission. At the time of study, the circle programme had been operational for around 18 months, which is recognised as a critical phase for circles. The strengths and weaknesses of the circle programme are discussed. Among the main findings are that circles were introduced to develop the communication and problem solving skills of employees, these objectives have been achieved, however, the trivial nature of many circle projects has caused some circle members, nonmembers and managers to question the benefits; most of the circles are facing problems due to the movement of people between departments, and the company has adopted a ‘classical’ circle concept and is pursuing it in an almost evangelical fashion which is strangling the development of some circles.