Quality circles are in-plant working groups, which activate the large potential of knowledge, idea wealth, experience and responsibility readiness of the coworkers. Thus also the achievement potentials of the coworkers and the working climate can possibly be improved apart from the quality of the products and/or services.

Definition

Quality circles are"Â…

• on a certain duration small's group put on
• in the coworkers the same hierarchical level
• with a common experience basis
• in regular intervals (every 2-3 weeks, 1-2 hours) during the work time
• on freiwilliger basis meet, over
• To analyze topics of the own work area and
• under guidance of a trained moderator
• with the help of special, learned problem solution and creativity techniques
• To compile and present proposals for solution
• to convert these suggestions independently or in the official channels and
• to make result control.

History

The quality circles (jap. Jishu Kanri) originally originate from Japan, which is to be explained by the there pronounced group and family consciousness. In the sixties quality circles were only introduced also in the USA and in the eighties into Germany. The concept of the quality circles is to distinguish from the partialautonomous groups, the learning place and the workshop circles.

Structure

In quality circles meets 6 to 9 coworkers - within the medical range physicians also established - in regular intervals, in order to discuss questions of the daily work and make improvement suggestions. A goal is a continuous improvement process in the sense of a quality management (square meter).

A moderator takes over thereby the task, on the adherence to defined times (beginning and end of the discussion) to respect and the inter+personnel processes. A provides for the minute of the questions posed and the compiled solutions, in order to make the work of the quality circle validatable. The remaining members of the group are only" creatively active ". Since occupation is not mostly any longer changed, it should be paid attention already with the selection of the coworkers to the fact that all ranges and occupational groups will represent appropriately.

Advantages

The quality circle work brings numerous advantages with itself. Usually the coworkers are sent into the quality circles, which are particularly engaged and are been versed with the group work well. Therefore results are long in coming mostly also not. Who uses this special measure of the quality assurance, participates at the knowledge of experienced professional colleagues and the know-how the qualified advisors. Differently than in a seminar here already individual solutions can be compiled.

Disadvantages

A quality circle is inclined sooner or later to take off from the reality. It lacks the suggestions therefore practice proximity. And there the suggestions "from above" to be arranged, the readiness of the coworkers for the conversion is quite small.

See also

• Development of care standards in the professional care

Literature

• Battery man, W. and Liepmann, D.: Quality circle as instrument of the personnel development. A metaanalytische view. In: D. Liepmann (Hrsg.): Qualifying measures as concepts of the personnel development. 1993. P. 169-188.
• Deppe, Joachim: Quality Circle and learning place. A integrativer beginning. 3. Aufl. Wiesbaden: Gabler publishing house, 1992.
• Derboven, W.; Thickly, M. & Wehner, T.: Experience-oriented participation and knowledge development. The use of circles within the framework of knowledge management concepts. Harburger of contributions for the psychology and sociology of the work, No. 18, 1999. (http://www.uni-magdeburg.de/mpeb/dick/hb/dateien/hb18.pdf).

Related links

• Left to Q-M-A
• Medical quality circles

See also: Ishikawa Kaoru, quality management

Articles in category "Quality circle"

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