Historical Background: The Concept
Dr. K. Ishikawa started Quality Control Circles (known as Quality Circles in India and in many nations) originally for the self and mutual development of the workmen. They are also a very logical outcome of the Japanese drive for training and accomplishment in quality control and quality improvement.
From the early 1950's, Japanese learnt from the seed courses of Dr. E. Deming's on statistical methods for quality control and Dr. J. Juran's courses on Quality Management. With zeal for learning and self- sufficiency, they vigorously promoted quality education by local experts across their country. It began with massive education of engineers, and then top and middle managers, supervisory levels.
Under their system of organising work, it became logical to extend training on quality to the Gemba-cho', the 'leading hand' of the workers in a section. Dr. Kaoru Ishikawa and his associates realised the immense potential of front line employees. It is not only the best way to help people to develop their own potential but also from the organisation point of view for contribution through training, development and motivation for quality control and improvement.
The training featured intra departmental groups of 10 or so workers seated around a table and hence the name 'QC Circle'. This thought revolution has been of immense benefit to Japan as a country, to the Japanese organisations that adopted it and to most of the ASEAN countries who have been pursuing it.
Problem solving was no more the exclusive purview of supervisors and managers (with workers only to do as told) but the people who are performing the tasks at work place are trained and empowered to solve work related problems and recommend solutions. Persons becoming members of Quality Circles realise and develop their potential, individually and in groups, acquiring new skills and competencies. Such competencies only will help to improve their performance and capabilities for their own betterment.
