Tennessee State University
Problem-solving tools to improve productivity and job performance in business, industry, and government work settings. Quality Circle (QC) experiments enjoy a rich history, dating back more than 30 years. Conceived for Japanese industry, QCs are now common in business, government, and nonprofit organizations throughout the industrialized world. Circles have been used in South Africa, Colombia, Singapore, the United Kingdom, and the United States. Although QCs were originally designed as a stand-alone innovation, most current approaches to improve worker productivity have assimilated circles as major elements in more inclusive Total Quality Management (TQM) strategies.
In their most common form, many circles convene within an organization, each group charged with addressing problems in similar jobs or related work. Circle members may range from three to twelve employees, although, typically, groups include six to twelve people. These employees voluntarily join teams, which regularly address problems in individual job performance as well as whether jobs mesh in a given process (for example, personnel staffing). Primary activities involve revisiting job design and work flow continually and comparing these methods and approaches with eventual outcomes.
By virtue of their assignment to find new problems and long-term solutions, teams possess comparatively sweeping authority. QC advocates reason that day-to-day job experience promotes unique insight into how