A group of workers who do the same or similar work, who meet regularly on company time to identify, analyze and solve work-related problems using quality improvement techniques, most often using the seven quality tools.
The group is usually led by a supervisor or manager. The team works together with a trained and experienced facilitator in problem solving to investigate and analyze a problem in their work area, and presents its solutions to management. Whenever possible, workers implement the solutions themselves in order to improve the performance of the organization, which increases employee engagement. The true purpose of these circles is to develop workers into effective problem solvers, with the side benefit of achieving efficiency and quality gains in the process.
Quality circles were developed by Kaoru Ishikawa in the early 1960’s, and the approach was circulated through the Japanese industry by JUSE. It was most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes. Details of the approach are described in Ishikawa’s 1988 book, “What is Total Quality Control?: The Japanese Way” and the book, “Fundamentals of QC Circles” published by the QC Circle Headquarters.
Nippon Wireless and Telegraph Company was the first company in Japan to apply Quality Circles in 1962. By the end of that year, there were 36 companies registered with JUSE who were using this approach. By 1978, the movement had grown to an estimated 1 million teams, involving over 10 million Japanese workers.« Back to Glossary Index