The Effectiveness of Quality Circle Participation in Industrial and Service Organizations in Malaysia

S M Sapuan,M Y Ismail,T R Abo-Alhol,M M Hamdan

doi:10.3844/jssp.2005.25.30

Abstract

Quality Circle (QC) proponents suggest a wide array of positive results when this participation technique is used either in manufacturing or in service sector. This study is to determine whether QCs in one sector are performing more effectively than the other. This assessment includes technical aspects, length of participation, training, members' feelings about QCs, job satisfaction and job commitment. The study illustrates the impacts of participation on 109 QCs members from five Malaysian companies participated in a survey. Results showed that Industrial QCs members were more enthusiastic than service QCs members in terms of involvement in QCs activities and showed higher job satisfaction and job commitment compared to members in service organizations.

Highlights

Several factors play major roles in the current world industry’s search for improved quality and productivity
This paper is to find out whether Quality Circle (QC) in service sector are performing as effective as manufacturing counterparts do
The results revealed that two-third of QCs in service organizations were not new to QC program and had three years or more experience in the QCs participation

Summary

Introduction

Several factors play major roles in the current world industry’s search for improved quality and productivity. In the product sector of the economy, international competitive pressures and demands for higher quality are currently the major forces affecting management's search for greater efficiency. High cost, decreasing profit margins, inconsistent quality of delivery and competitors in local markets are the primary forces of change. These factors have encouraged many organizations to focus on ways to increase the contribution of employees to improvements in quality and productivity [1]. This paper is to find out whether QCs in service sector are performing as effective as manufacturing counterparts do. The concept seems simple and it is, but the implementation and the effort needed to keep the circles functioning effectively require strong support and commitment from management [2]

Methods

Results

Conclusion