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Quality circle failures in UK manufacturing companies--A study

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  • Dale, B.G.
  • Hayward, S.G.

Abstract

This paper presents the results of a study of quality circle failures in UK manufacturing companies. A questionnaire survey formed the first part of the investigation, which reveals that the majority of companies which implement quality circles should expect to encounter some form of failure. The first three years of operating a quality circle programme represent the critical period for establishing long-term survival of the programme, whilst in the case of individual circles it is the first 18 months. The results indicate that white collar circles are more difficult to sustain over time than are circles in blue collar areas. The main reasons for circle failure include: rejection of the concept by top management and trade unions; the company restructuring, redundancies and labour turnover; circle leaders lacking time to organise meetings and a lack of co-operation from middle and first-line management. It is pointed out, that despite an average circle failure rate of 20%, there is a high level of satisfaction with quality circles amongst the respondents.

Suggested Citation

  • Dale, B.G. & Hayward, S.G., 1984. "Quality circle failures in UK manufacturing companies--A study," Omega, Elsevier, vol. 12(5), pages 475-484.
    • Handle: RePEc:eee:jomega:v:12:y:1984:i:5:p:475-484
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    Cited by:

    1. Dale, B. G. & Elkjaer, M. B. F. & van der Wiele, A. & Williams, A. R. T., 2001. "Fad, fashion and fit: An examination of quality circles, business process re-engineering and statistical process control," International Journal of Production Economics, Elsevier, vol. 73(2), pages 137-152, September.

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