Abstract
This paper reports on research, carried out in a Scottish-based printed circuit board manufacturer, which compared and contrasted the Company's experiences of quality circles with that of yield improvement teams. Amongst the main findings are that a quality circle will only manage to keep solving problems if the members function as an effective team; the correct choice of circle project and the leadership of the circle are essential features in developing the teamwork. The primary aim of a yield improvement team is to solve problems with the team developing around its achievements, the members tend to work more on an individual basis than those of a quality circle. Whilst quality circles did manage to complete a number of projects, their major contribution was in the involvement and development of people. The yield improvement teams solved problems around four times faster than a quality circle and contributed to resolving a number of major quality concerns which existed in the Company. It is also pointed out that management may introduce a circle programme to involve and develop its shopfloor employees but if, after a period of time, circles are not seen as making a contribution in terms of solving the problems facing the business, then no matter how good the intention at the outset, criticisms from most levels of the organisation will start to be directed at circles.
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