Their time commitment is usually limited to one or two hours per month. However, the organization may provide training, support, and office space for these employees. Most people involved in Quality Circles are volunteers. An organization’s hierarchy is divided into seven levels: non-members, members, leader/deputy leader, facilitator, departmental/steering committee, coordinating agency, and top management. Non-members and members make up the typical structure of quality circles. Structure & Elements of Quality Circle Structure of Quality Circle Working through a plan ensures that the steps needed for success are followed and that nothing is overlooked. The final step in any improvement effort is to take action.An action plan can be developed with specific “how-to” steps that detail how each tactic will be accomplished. Tactics for accomplishing the plan are then developed. The next step is to develop a plan that outlines what needs to be accomplished in order to reach the defined goals.

The group must establish specific objectives, identify potential obstacles, and discuss strategies for overcoming obstacles. The group needs to define its goals and how it will achieve them. In this case, the goal is to improve quality. First, a group needs to be formed around a common interest or goal.Quality Circles are organizational tools that can improve quality and performance while reducing cost. Quality Circles have been used successfully in K-12 schools in Michigan, Kentucky, Connecticut, West Virginia, Washington DC, California, and elsewhere. The purpose is to improve student learning through problem-solving and classroom process improvement. Quality Circles have also been used in education at the elementary, secondary, and higher education levels. Chrysler’s system of quality programs has been adopted by General Motors and Ford as well by many Japanese companies. The system included employee, management, and supplier involvement and included the Quality Circle concept. Chrysler created a comprehensive system of quality programs that support total quality management (TQM). Quality Circles have been used extensively by Chrysler Corporation since 1979. The technique is widely recognized and supported by American industry associations, including the United States Council for International Business (USCIB). The Quality Circle Program has been used by many manufacturing companies in the United States and around the world, including several Fortune 500 firms.

Quality circle advantages