Description
Self-Managing WorkGroups
In the 1980s and into the early 1990s the Japanese worker participative concept that they called Quality Control Circles (also known simply as ‘Quality Circles’) swept the industrial world globally. It seemed that we were witnessing a work life revolution on a massive scale everywhere. Unfortunately, in the West, this revolution was short-lived. There were multiple reasons for this which are explained in this book.
One thing that is now proven beyond doubt is that Quality Circles do work and they do deliver to expectations possibly even more so at least in the Far East and South East Asia. However, since the disappointing collapse of Western initiatives in the early 1990s which was helped along by a global recession, the attitude of most industrialists and academia in the West has been, ‘We tried it once and it did not work.’
At last, it seems, that attitude is coming under scrutiny. There are some large international companies who have organisations in multiple western style cultures, where Quality Circles have been established, and these are not only thriving, but when competing in presentations alongside Far Eastern and Asian rivals, they are just as good.
It is time now for the West to re-examine this and this is the purpose of the book. The West, in particular, now have an opportunity to try again, and this time do it properly.
David Hutchins’ international reputation spans over 5 decades in the field of Quality, with clients stories that continue to pour in of their testimonials of resultant operational efficiency. Acknowledged to be responsible for bringing the exciting new concept of Self-Managing Workgroups (Quality Circles) to Europe since the 1970s, and ranked among the world leaders in its implementation, he has personally enabled the execution of these in literally hundreds of companies throughout Europe, Africa and the Middle East.
A frequent visitor to Japan (as a speaker and business consultant) since 1979, David has also lectured and spoken at international conferences across Asia, Africa, Europe and the USA, and consulted with major organisations. He continues to take educational Quality tours to Japan, where the itinerary includes visits to Japanese top performing organisations. The participants of these tours comprise corporate executive management of various organisations from around the world. David maintains that all the causes of failure of the relevant concepts were due to flawed implementation and were generally avoidable if the concepts were properly understood.
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