Part One Understanding the Supervisor’s Role
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Step 3: Problem selection. QC members choose the problems on the list they choose to solve. When the group is getting started it is advisable to choose relatively easy problems. This helps build confidence and shows management that the QC can really solve problems. A quality circle in a bank chose the problem of how to stop customers from grumbling about waiting in line. The solution was to rotate tellers for short periods as cus¬tomer service assistants. These assistants would offer to help customers learn how to use the automatic teller machines (ATMs). As more custom¬ers used the ATMs, waiting time decreased. The result was less grumbling.
Step 4: Problem analysis. Quality circle members apply analytical techniques to identify the cause of the problem, to gather information, and to suggest solutions. The QC may need to use company information that bears directly on the problem. In the customer dissatisfaction prob¬lem just cited, it would help the members to know what is considered a reasonable waiting time.
Step 5: Recommend solutions. If the QC is operating successfully, a number of alternative solutions to the problem are generated. Recom¬mending a solution involves critically evaluating each alternative. One method is to list the strengths and weaknesses of each alternative on a flip-chart or chalkboard. The group can then readily evaluate each proposed solution.
Step 6: Management review. The output of the QC is a formal presen¬tation to the circle's department manager about the problem and its pro¬posed solution. Review by management is necessary because few com¬panies are willing to grant a blank check to circle members. Management has the final say on which QC circles will be implemented. The supervisor or other QC leader must therefore do an effective job of selling manage¬ment on its recommendations.
Step 7: Implementing the recommendation. After management ap¬proves the recommendation, it is ready for implementation. Circle mem¬bers usually are involved in implementing the recommendation. In the bank example mentioned earlier, several of the circle members took their turns as customer service assistants. Employees outside the circle generally accept the value of the recommendation. The other employees generally appreciate the fact that operative employees have helped solve an impor¬tant problem.
Conditions Leading to a Successful QC
Quality circles often achieve their goals of boosting productivity and quality, and at the same time serve as a morale booster. There are many times, however, when QCs fail to produce useful results and are therefore
