search query: @author Ruffner, E. R. / total: 2
reference: 1 / 2
« previous | next »
| Author: | Ruffner, E. R. Ettkin, L. P. |
| Title: | When a circle is not a circle |
| Journal: | Advanced Management Journal
1987 : SPRING, VOL. 52:2, p.9-15 |
| Index terms: | QUALITY CIRCLES PRODUCTIVITY PHILOSOPHY |
| Language: | eng |
| Abstract: | Many recent articles and books are dealing with the "productivity crisis" in America. This has reawakened interest in quality circles. The concept is being expanded into the white collar and public sectors. The quality circle (QC) approach to problem solving is examined. The origin of QC-s is explicated as Japanese firms introduced them following World War 2. In 1974 the first QC was formed in the US, at Lockheed. Tangible benefits (improving quality and productivity) and intangible results (greater employment involvement and growth) are summarized. Problems with QC-s are analyzed (managers' resistance, lack of skills,inadequate feedback etc). The Japanese incorporated the QC concept into their organizational philosophy. American experiments show divergences. |
« previous | next »
SCIMA