Quality circles and production/operations management: Concerns and caveats

Abstract

AbstractThere has been a growing interest by American production and manufacturing organizations in the concepts and techniques being used by Japanese managers. In particular, quality circles have been found to be valuable in some companies and have thus been seen by many as being the answer to the declining productivity in companies in the United States. However, there is considerable concern by these authors that an indiscriminate acceptance of the quality circle concept may result in a series of problems for many organizations attempting its use.Although quality circles did not appear in the United States until implemented by Lockheed Missile and Space Company in 1974, their growth has been extremely rapid. It was estimated in 1980 by I.A.Q.C., that the number had grown to over 3,000 circles in U.S. companies. This widespread interest in quality circles comes, in part, from the almost deceptively simple concept of organizational intervention with the primary objective to increase productivity and quality of the production/ manufacturing sector through direct employee participation. Within this context, QCs appear to succeed in tapping into several dimensions of organizational behavior which are potentially related to improved organizational functioning: individual motivation, group process, and managerial decision‐making.However, a number of questions do exist about the use of quality circles in the production of goods and services in this nation. Some of these concerns are described under the headings of: Cultural Considerations; White Collar Effectiveness; Motivational Forces; Effectiveness of Quality Circles; Introduction of Quality Circles; and Quality Circle Longevity.This paper presents some implications and caveats for the use of quality circles as a basis for improving quality and productivity: A diagnosis of the organization to ensure that an organizational development intervention is appropriate. A realistic expectation of what QCs can do and how quickly. Quality circles should not be introduced into organizations under extreme stress. QCs should not be forced into an organization. Program costs must be considered. Management should not expect completely perfect results but that there will be failures and some circles will not have a long life.This article attempts to provide an objective analysis of the quality circle concept as a method for improving productivity and quality. The concept of quality circles is sound with real successes evident. It is necessary for a company attempting to use quality circles to have a strong degree of commitment by management to respond to the involvement of their employees.