Structures and Processes of Company Quality Control Circles (QCCs): An Explanatory Study of Japan, the USA and Singapore
Article publication date: 1 July 1991
The spectacular productivity gains achieved by Japanese firms from quality circle programmes have attracted the attention of many other authorities who are now looking for ways to apply the concept in their own countries and companies. In Singapore, the National Productivity Board has directed its effort towards a nationwide use of quality circle programmes. Support comes from the highest levels of the government hierarchy. Quality circles have been claimed to be effective in improving quality of products, increasing productivity, improving skills level, motivating workers and enhancing morale. However, while some have reported that quality circles worked well in their companies, others reported that their attempts to use the quality circle concept had failed. How successful companies have implemented quality circles in their companies and what unique characteristics their circles possess is studied. A comparison of the use of the QCC concept in Japan, the USA and Singapore, supported with a sample of case studies, is also presented.
Ghosh, B.C. and Kia Song, L. (1991), "Structures and Processes of Company Quality Control Circles (QCCs): An Explanatory Study of Japan, the USA and Singapore", Management Decision, Vol. 29 No. 7. https://doi.org/10.1108/00251749110007229
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