STUDY OF OPPORTUNITY FOR QUALITY CIRCLE IMPROVEMENT IN PROJECT TYPE CONSTRUCTION

1. Abstract: Quality Quality Circle is a technique for increase productive and participative problem solving interaction among the various types
of employees of an organization. It consists of small group of employees from all levels of the existing hierarchical structure within an
organization. Many voluntarily are involved in the process of identifying, analyzing and formulating solutions to various technical and
manual related problems in daily work life. It aims to determine the relationship between membership of circle and organization
committee. Identify the problems and handle the appropriate action for developing the Quality circle in Project type construction
companies.
STUDY OF OPPORTUNITY FOR QUALITY CIRCLE IMPROVEMENT
QUALITY CIRCLE IN
CONSTRUCTION
COMPANY-OVERVIEW
FOCTORS
QUALITY CIRCLE IS IN CONSTRUCTION
Compiled by
karikalan@y7mail.com
KARIKALAN M
ZED QCI Maturity Model Certified Assessor.
ORCID ID: 0000-0002-6841-191X
copyrighted.com/ Registration number No. 6VsOnGF1aTEzCVbd

2. “The improvement of human effectiveness in work is the greatest opportunity for improvement
of performance and results available to management.”
Peter Drucker, 1954
(The Practice of Management)
“The achievements of an organization are the result of the combined efforts of each
individual working toward common objectives .”
William Ouchi, 1981
(Theory Z)

3. QC Circle
This is quality history and we know that QC circles have become an enormous success in Eastern countries and
that Western countries have experienced a great deal of trouble when trying to implement them.
1. A QC Circle is a small group of frontline employees who meet regularly to try to improve the quality of
their work. In general their approach is problem-based. They identify problems in the workplace,
usually related to product quality and referred to as “themes”, and together they set about finding a
solution. They use quality control concepts and techniques, and try to be creative in seeking solutions.
Broadly, their agenda is to continually improve and maintain the quality of products, and to
constantly strive towards self-development and group development. Through the QC activities, they
develop quality consciousness, problem consciousness, a willingness to make improvements, and a
sense of quality management. Ultimately their activities will lead to increased customer satisfaction.
2. The quality of any product or service is determined by the front-line employees. In the manufacturing
industry this will be the employees who prepare blueprints, procure materials, manufacture parts and
products, and sell these to the customer. In the service industry, quality depends on those who
provide the services, and those who sell the services to customers. In the indirect departments
(departments that provide services to other departments and to the company as a whole), quality is
determined by those who provide services to other employees. The criteria against which such
improvements can be measured are the standards which have been established to meet customer
requirements.
3. The QC Circle problem-solving approach seeks to find and remove the root cause of
problems through the four stages of the PDCA Cycle – draft plans (plan), implement the plans (do), confirm the
results of the implementation (check), and carry out any necessary follow-up action (action) – Plan, Do, Check
and Act: the PDCA cycle. (Figure 1.1Q, PDCA Cycle)
Fiq.1.1Q
(Plan–Do–Check–Act continual improvement principles)
4. The QC Circle approach, and quality management in general, is based solidly on facts. This means first of all
getting the facts, and then, wherever possible, converting those facts into numerical values. When they are in
numerical form it is easier to analyze them objectively and accurately, and to reach a sound judgment. This
data-processing procedure is:
a. Convert facts into numerical values, as far as possible.

4. b. Distinguish causes from results.
c. Analyze results in a stratified manner (where data is divided according to its sources,
E.g. stratified by employees, by machines etc.).
d. Prioritize items for consideration.
e. Pay attention to dispersion (How the different items of data are scattered in relation to how they are
supposed to be, i.e. in relation to the standard or target values.)
(Dispersion caused by abnormalities may result from the following factors:
a. Employees do not follow the operational standards.
b. There are changes in materials.
c. Inexperienced employees replace experienced employees. These factors skew the average and cause
outliers.)

5. FIQURE.TQM 1, Basic procedure for QC Circle activities

6. FIQURE.TQM 2- QC CIRCLE

7. FIQURE.TQM 3 – QC CIRCLE RADAR
QUALITY CIRCLE IN CONSREUCTION- OPPORTUNITY FOR QUALITY CIRCLE IMPROVEMENT
Use of the QC concept did not start in Japanese construction companies until the mid-seventies. This was
because people in construction industry were skeptical (doubtful) about QC success in construction due to
following factors differences between the construction and manufacturing industries.
1.Uniqueness of Every Project,
2.Variable Workforce,
3.Duration, Subcontractors,

8. 4.Owner Influence,
5.Hierarchical Organization,
Uniqueness of Every Project.—Each construction project is unique, built in varying locations under varying
conditions and by a workforce that is constantly changing (Araki 1984, Gilly 1986).
Variable Workforce.—The large majority of United States construction companies do not keep a constant
work force. Hiring employees only when required for a job seems to adversely affect employees' training and
commitment as required in the QC concept. However, this is not the case in Japan's construction industry. This
issue will be discussed later.
Duration.—Since each project is unique, its duration will also be unique. Also, generally, the time required to
achieve a goal in construction is considerably longer than the time required in other industries.
Subcontractors.—In all major construction projects, a number of subcontractors are working for the general
contractor. In this country, the general contractor has little control over subcontractors' personnel; consequently,
even if the main contractor intends to organize circles, it might not be successful with the subcontractors'
laborers. In Japan this problem is not an important obstacle because, generally, large construction
companies keep working with the same subcontractors project after project. Long-term planning is
more feasible under such conditions.
Owner Influence.—The continuous participation of the owner in projects is another peculiar characteristic of
the construction industry. Most of the time the owner directly influences the production through changes in
design and specifications which, in turn, will change the completion date. In other industries, the owner usually
does not influence the production.
Hierarchical Organization.—Generally, construction companies have short Organization charts, i.e., there are
relatively few hierarchical levels between the lowest and highest persons in the company (Parker 1980). This
will allow for a quicker reaction and adjustment to changes; however, it will require higher communication
skills from management.
These have been a few important differences that exist between construction and manufacturing industries.
Some of these factors, especially uniqueness of each project and the variability of work force and subcontractors
seems to be obstacles to implementing quality control (QC) in construction. These factors, and especially the
first two, have caused the lack of interest and enthusiasm on the part of U.S. construction managers towards
quality circle programs. However, Japanese construction companies have been using Quality Circle for at least
10 years now. Let us examine the Quality Circle implementation in Japan's construction industry.
Conclusion: There is no solution yet, only the information is documented ... the original character is
questionable. These factors are still present and the reasons for them are to be removed.
People feel more committed to an organization when they are allowed to
feel more important,
know they are needed,
asked their opinions on matters of importance,

9. treated with respect,
feel a pride in their abilities.
The organization's problems become theirs. The organization's goals become theirs also. They prove to be less
destructive and more creative. Management's job becomes easier, as very little persuasion and motivational
trickery is used to get workers to flow in the best direction for the company.
By allowing their workers to develop hidden talents and offering them a way of expressing their ideas, the
Japanese in their QCC system have conquered most of the management malaise. They, in turn, have given their
work force a reason to come to work plus the added benefits of increased efficiency, increased productivity,
higher quality services or workmanship, a sense of pride in work and company, an inner contentment, elation,
and a satisfied work force. They have certainly tried to remove all the symptoms that cause under-utilization.
In reality, the preponderance of evidence shows that there are extremely few cases existing where workers even
remotely suggested that management adopt quality control circles. It has nearly always been at the bequest of
management. This top-down approach is diametrically opposed to what is usually propagated. However, in
order to keep face and get the ball rolling, management in Japan goes around quietly and convinces the staff that
QCC is essential, for their own interests. Only when managers feel that they have enough support will they go
ahead and mobilize the setting up of a quality control circle system.
FACTORS CONTRIBUTING TO QUALITY CIRCLE SUCCESS
Having seen the tremendous improvements that are achieved through the operation of Quality Circles, one
cannot avoid thinking about the reasons behind such accomplishments. Factors which appear to contribute to
the success of Quality Circles include the following:
1. The quality circle concept is a people building endeavor, not a people using philosophy. They promote open
and trusting communications with the employee, the union and management.
2. Quality Circles should stated slowly, and then allowed to grow naturally. Also steering committee members,
the facilitator, and the circle leaders must be carefully selected.
3. Training is very important; it should be emphasized and reemphasized.
4. Progress in the beginning stages is very slow while
circle members learn the techniques and how to work with each other.
5. The emphasis should be on people solving problems and not on hierarchical pyramids of paperwork.
6. Management must learn how to positively reinforce participative behaviors, by allowing time to be
scheduled to permit the group to perform activities that are expected of them.
7. As many suggestions as possible should be implemented as quickly as feasible. Feedback should be provided
to the circle regarding the reasons for delays or non-implementation.
8. Management must advertise its commitment not to lay off employees as a result of quality circle
sugqestions.
The five general purposes agreed to by the Executive Overview Group were:
To create an expanded alignment among workers, supervisors, and managers in individual
and organizational goals;

10. To allow for more open communication flow among participants;
To get input on innovative work improvement and productivity improvement approaches
and ideas;
To create the experience of all participants’ being on the same team; and
To produce measurable, practical, and definable positive results..
REFERENCE:
A Roadmap to Quality, An e-learning Manual for Implementing- Total Quality Management, Volume 1 & Volume 2
(UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION-UNIDO & Japenese Standards Assocition)
QUALITY CONTROL CIRCLES IN CONSTRUCTION By Bruno A. Gilly,1 Ali Touran,2 A. M. ASCE, and Toshiyuki Asai3. This paper is part of the
Journal of Construction Engineering andManagement, Vol. 113, No. 3, September, 1987
http://www.dtic.mil/dtic/tr/fulltext/u2/a223400.pdf
QUALITY CIRCLES BY COLONEL HENRY CASTILLON, FA
http://digitalcommons.fiu.edu/hospitalityreview/vol2/iss1/10
FIU Hospitality Review, Volume 2. Number 1, 1983
Forging the Workteam: Beyond Quality Circles A Quality System approach to work management can
enhance organizational “effectivity.” The method was used successfully in a steel firm.
-Tom Jackson