Product Quality Enhancement through Innovative and Creative Circles (Quality Control Circles)

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 For some, output only refers to the physical quantities of goods and services produced per given time. However, when measuring output, it is prudent to consider both the quantity and the quality of the products. Producing a large number of poor quality goods may diminish the growth and profitability prospects of a business.

Quality refers to the totality of the features which makes a product qualify for its intended purpose. Put simply, quality means fitness for purpose. Quality products are important as they tend to attract competitive prices and increased sales on the market ceteris paribus. In order for a firm to produce quality goods there is need to understand the requirements of the market and in turn tailor-make the products to suit those requirements. This requires extensive market research as well as lending an ear to customer views.One of the quality improvement tools which can be employed in this regard is Innovative and Creative Circles (ICC) also known as Quality Control Circles (QCC).

An Innovative Creative Circle involves a small group of employees which may be from the same work area or cross-functional that identifies, analyses, proposes the innovative and creative ideas and implement solutions when approved by management.

Benefits of the ICC

The benefits derived from the ICC process not only accrue to the organisation but to all stakeholders. Below is an outline of benefits of ICCs to employees, the organisation and the customers.

Employees: The ICCs philosophy stems from the Behavioural School of Management which recognises employees as ‘social beings’ different from machines (as per the Scientific School of Management). Workers of all levels are given a chance to contribute to the decision making process of the organisation.

This practice is imperative as it motivates the workers and provides them with a 'sense of belonging' to the organisation.  It also inspires teamwork spirit as organisational communication and manager-employee relations will be greatly improved. As a result, a wastage prevention attitude will also be inculcated within the workforce.

Organisation/Employer: Since the workers (with the hands-on experience and) who face the challenges on the ground are involved in the decision making process, the organisation is assured of effective practical solutions and creative ideas. This improves the problem solving capacity of the organisation leading to reduced waste and lower overall production costs.

Ultimately, a combination of such factors as motivated workforce and improved problem solving capacity result in improved productivity and profitability of the organisation.

Customer: The customers’ preferences and tastes are deemed as the key drivers of ICC process. Improved quality of goods and services channelled out of the production process serves to boost customers’ satisfaction and well being. Their value for money will be greatly improved as a result.

Factors Leading to the Successful Implementation of ICC

In order for the ICC to be successfully implemented, there is need to create a conducive environment. This involves:

·        Positive attitude and commitment from top management and an effective training system

·        Support from all employees

·     The establishment of a recognition system of ICC members e.g. certificates of appreciation

It is important that the ICCs should be considered as a long term exercise and should be initiated on a small scale initially to ensure its sustainability. In addition, the progress of the ICC should be publicised throughout the organisation so as to sensitise all members and acquire their buy-in.

The Problem Solving Procedure under the ICC Framework

Problem Solving Steps

We now look at the 7 basic steps involved in problem solving within the ICC framework. Though organisations vary in terms of size and structure, the steps provided in this article generally apply as a guide in implementing the ICCs. These steps are outlined in the ensuing table (Table 1).

Table 1: Procedure in Problem Solving
Basic Step	Activities Involved
1.      Select theme/problem	-          Identify  and select the problem -          Decide on a theme
2.      Understanding the current situation & setting target	-          Understanding  the current situation:        Collect facts        Decide what to attack (characteristic values) -          Setting target:        Establish target (target value &deadlines)
3.      Creating plan of action	-          Decide on what to implement -          Decide on the schedule, role assignment etc.
4.      Analyse the factors	-          Investigate characteristic values & current situation   List and Analyse factors -         Verify all possible causes
5.      Developing & Implementing    counter-measures	-          Developing  countermeasure :   Propose ideas for countermeasures   Reconfirm the nature of  countermeasures -          Implement countermeasures:   Consider method of approaching countermeasures   Implement countermeasures
6.      Confirm the effectiveness	-         Confirm results of countermeasures: Compare with targets Identify results (compare before & after)
7.      Standardization &  establish control	-          Standardize:   Establish & improve standards   Decide control methodology -          Establish control:   Raise awareness to all members of the organisation   Educate supervisors on control measures and monitoring