Qatar Steel forges ahead with quality circles: Manufacturer builds on 30 years of continuous improvement

Abstract

Purpose

Examines the origins and development of quality circles over 30 years in the production division of Qatar Steel Company.

Design/methodology/approach

Draws on data from a self‐administered questionnaire that was distributed to 400 quality‐circle members in the five departments of the company's production division.

Findings

Reveals that top‐management support is the biggest single factor in helping to ensure the success of quality circles. Education and training in quality‐circle techniques are also important.

Practical implications

Creates awareness among management and employees of the strategic importance of quality circles to organizational success.

Social implications

Reveals that quality circles can also boost employees' sense of self‐worth.

Originality/value

Describes the successful adoption and implementation of quality circles in a manufacturing firm in a developing country of the Middle East.

Citation

(2010), "Qatar Steel forges ahead with quality circles: Manufacturer builds on 30 years of continuous improvement", Human Resource Management International Digest, Vol. 18 No. 2, pp. 16-17. https://doi.org/10.1108/09670731011028429