IDEAS FACTORY WORKSHOPS: KAIZEN & QUALITY CIRCLES

Kaizen (Continuous Improvement) & Quality Circles

Improvements are based on many, small changes rather than the radical changes that might arise from Research and Development As the ideas come from the workers themselves, they are less likely to be radically different, and therefore easier to implement Small improvements are less likely to require major capital investment than major process changes The ideas come from the talents of the existing workforce, as opposed to using R&D, consultants or equipment All employees should continually be seeking ways to improve their own performance It helps encourage workers to take ownership for their work, and can help reinforce team working, thereby improving worker motivation

A Quality Circle is a volunteer group composed of workers (or even students) who meet to talk about workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. Quality circles have the advantage of continuity; the circle remains intact from project to project. Quality circles were first established in the United States after the second world war and were further developed in Japan. Kaoru Ishikawa developed a tool (The Ishikawa diagram) - showing hierarchies of causes contributing to a problem:

IDEAS FACTORY WORKSHOPS: KAIZEN & QUALITY CIRCLES

Theory Y (Maslow/McGregor) In this theory management assumes employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy and empowerment. It is believed that employees enjoy their mental and physical work duties. It is also believed that if given the chance employees have the desire to be creative and forward thinking in the workplace. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules. A Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. They believe that the satisfaction of doing a good job is a strong motivation in and of itself. A Theory Y manager will try to remove the barriers that prevent workers from fully actualizing themselves. Many people interpret Theory Y as a positive set of assumptions about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates.

IDEAS FACTORY WORKSHOPS: KAIZEN & QUALITY CIRCLES

Quality Circles Process

1. Problem Identification: Define and agree the problem to be resolved. Normally the Quality Circle will use a "brainstorming" approach at this stage. 2. Problem Selection: Agree as a team on the problem to be addressed initially. 3. Problem Analysis: Gather data associated with the problem. At this stage the team often apply one or more of the 7 classic Quality Tools i.e. Histograms Flow Charts Scatter Diagrams Pareto Charts Cause and Effect Diagrams Check Sheets Control Charts

4. Come up with potential Solutions 5. Agree best solution 6. Create potential Implementation plan 7. Present findings to Management and get agreement on Implementation

8. Implement solutions