Do You Want A Total Quality Tool That Improves Motivation While Solving Problems? | FASTENER EURASIA MAGAZINE
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Do You Want A Total Quality Tool That Improves Motivation While Solving Problems?

Imagine this, you have a magic wand. This magic wand’s capabilities are solving problems, making employees more productive, 
making them more connected to the work and give them motivation, make their communication with their managers and colleagues better and give them trust about job, managers and colleagues.

You like the idea, did not you? In fact, there is a tool can make this entire dream come true. The classical name of this tool is ‘Quality Circles’. I applied these quality circles in many companies and we get amazing results. Especially if you are running a business that takes many effort and you work according to orders.
The most obvious and distinct result of globalization is the hardening of competition. When we examine the companies that had success in this new environment, we found that these companies have a common feature. This common feature is embracing the Total Quality Management Philosophy. The Total Quality Management is not only about product and quality of service. It requires the management approach. Total Quality Management aims to increase the quality and prevent errors in all activities of an organization. Losses are reduced as a result of prevention of errors; waste, discard, second quality product, redundant stocks, time losses, delays in delivery etc. all negativity is eliminated.
While this work is being done, especially blue-collar employees get some training and find opportunities to improve themselves in teamwork. This increases their commitment to self and the institution, and their motivation increases. Money and promotion cannot be considered as a tool that can provide continuous motivation. However, to realize what you can do, to challenge and achieve is at the top of the motivation hierarchy.
I would like to share you a memory about quality circles. At the beginning of the 2000s,
I established quality circles where I worked as a consultant. After the work continued for 2-3 weeks, the company started to affect by some kind of economic crisis as it is now and they decided to stop the quality circles. They told me that they will start using them after the crisis. The necessary time for the employees to carry out the quality circles and the tools provided for the employees to go to their homes began to become unnecessary and financially excessive. I gave information and told about the situation to circle users and they went away to their homes sadly. The next day, they came and said “We don’t want to get pay for work overtime, we will go home somehow but we need the circles continue to work.” I am very surprised, they will solve the production problems, they will work extra, but they will not ask money for it. Here is the quality circles are this magical.
The improvement in company accomplish with making a creativity and technological leap in the western classical management idea. The current state can preserve until the next technological development. The current state and procedures concretize with detecting quality and working standards. The success of the management and the employees connected directly to following the standards. This case locks the system and the persons to the current state and cause the business blindness. In these consequences the development of company exists if only there is a new invention or new progress in technology.
Japan, which has adopted continuous improvement with total quality management, even though the technological discoveries that caused sudden spikes were very limited, had managed to make improvements that let behind so many countries including USA, thanks to continuous developments.
The basic understanding should be that the current situation is not sufficient and does not want to be taken forward.
These activities, which will ensure continuous development, are called Kaizen. On the basis of voluntary group work takes place. Some techniques developed in practice are used. 
It is a group of people volunteering at regular intervals to identify, analyse and solve quality and other problems in their field.
• It is a collection of employees ranging from 3 to 15,
• Members are from the same department, or do the same,
• They come together voluntarily,
• Collect regularly (Usually 1 time a week, 1-2 hours)
• Identify, analyse and solve problems related to quality and other issues in their field of work and present their suggestions to their managers.
Here are the 3 basic main ideas behind Quality Circles:
1. To contribute to the improvement and improvement of the company.
2. To develop respect for people, to develop a work environment in which happy and meaningful work can be done.
3. To provide opportunities and opportunities for people to fully demonstrate their capabilities.
The members of the group should be in the same work area or should do similar work. Thus, the problems they choose will be common issues for them.
The ideal number of the group is seven or eight members. It can vary from at least three members up to fifteen. It should not be large enough to prevent each member from participating in and contributing to all meetings.
What is the purpose?
• Reduce errors and improve quality,
• To provide a more effective group work,
• Increase business loyalty,
• To increase the motivation of employees,
• Build a problem solver capacity,
• Correct communication,
• Developing compatible manager / employee relations,
• Advancing personal development, leadership qualities,
• To improve the interest in safety,
• Providing further decline in costs.
The meetings are held once a week on average and each meeting takes about half or an hour.
How does it work?
• Members identify problems in their business areas,
• Members choose a problem from them,
• Members collect data,
• Members analyse data,
• Members solve the problem and submit them to the management,
• Management reviews the proposal and declares its decision,
• Approved recommendations come into force.
Generally, many problems are detected. The selection of the problem is under the authority of the members. Problem analysis is carried out by the members with the help of appropriate technical experts, if necessary.
Members make their suggestions directly to the manager through a powerful communication technique, “Introduction to Management”.
I tried to share my experiences with quality circles. You will be really surprised by the results of these studies with blue collars.