• Journal of Korean Society for Quality Management
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• v.35 no.2
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• pp.1-26
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• 2007

The purpose of this research is to suggest the promotive directions of Quality Circle activity. Since 1975, variety of organizations in Korea have widely the implemented Quality Circle activities for their management systems. Today, Companies are facing the harsh realities of a competitive environment. This is no time for revolutionary change. Instead, Companies are instituting revolutionary change meant to have impact within a very short time frame. The Worker's Quality Circle activity is, essentially, a trouble shooting oriented voluntary small group within their working place to improve the surroundings creatively. The industries have enthusiastically used Quality Circle activities and were influenced from them. The Quality Circle activities can be regarded as a kind of Knowledge Management where new knowledge is created and knowledge is shared in the economy. However, the academics were less interested in this subject, as a result, there were no systematic guidances for Quality Circle activities. Also, the government was less interested in these activities, as a result, there were no systematic policy making for Quality Circle activities. Thus, in this research, the promotive directions for Quality Circle activities were suggested which were based on the results of survey Questionnaires presented to promoters of the domestic companies. As a results of this research, to maximize the effect of TQM(Total Quality Management) in the nationwide, Quality Circle activity as a bottom-up management should be more expanded and revitalized.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.117-126
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• 2003

In order to maximize the effect of TQM in the Korean industry, quality circle activity as a bottom­up management should be expanded and revitalized. Quality circle activity can be regarded as a kind of knowledge activity where new knowledge is created and knowledge is shared in the economy. This paper proposes new metrics of intangible effect as knowledge assessment focusing on the intellectual capital aspect of quality circle activity, that may be useful for revitalizing quality circle activity from viewpoints not only of financial effect but also of intellectual capital aspect. New metrics of intangible effect consist of two factors： the intellectual capital effect and the intellectual maturity effect. In order to test the validity of new metrics, a case study of 11 companies was done. The result of the case study is that two factors as an intangible effect of quality circle activity should be evaluated to identify the total effect of quality circle activity correctly.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.188-198
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• 2011

The purpose of this research is to identify the effect of quality circles activities upon quality circles performance and business performance. Empirical results indicate that quality circle activities influence on quality circles performance in both individual and enterprise level, Quality circles performance influences on not employment satisfaction but customer satisfaction, business performance (profitability and market values) of companies with quality circles is higher than that of companies without quality circles. In conclusion, quality circle activities influence on quality circles performance that effect on business performance.

• Journal of Korean Society for Quality Management
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• v.44 no.4
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• pp.845-853
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• 2016

Purpose: This research is to find the general and somewhat prevailing problems in quality circle papers. Many quality circles try to benchmark awarded papers even though they may have common problems. By pointing out popular problems in papers, many quality circles hopefully could be guided to the right direction in working out improvement actions. Methods: Many papers awarded in national quality circle conferences are deeply analyzed to figure out common problems. 69 recent papers are analyzed step by step and the most important and frequently occurring problems in each step are indicated. Results: Many prevailing problems are found in each step of QC stories. Especially finding themes, Grasping status quo, Cause analysis, Setting targets, Development of and Implementing counter attacks are the most common areas that have problems. Conclusion: Some problems are already too popular to be recognized as problems. In this paper those problems are logically criticized and thereby right directions for future quality circle activities are proposed.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.463-478
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• 1998

This study aims to improve the activities of Quality Circle of Korea companies. For this purpose we studied the fctors to influence the performances of Quality Circle activities, and based upon this result we suggested the improvement method of Quality circle activities. This study will give one way of activating the Quality Circles of our companies.

• Journal of Korean Society for Quality Management
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• v.48 no.1
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• pp.227-239
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• 2020

Purpose: The purpose of this study is to introduce the improving attorney system. It was confirmed by document writing that the staff in the field in Korea had the most difficulty in the Quality circle activities. The reform improving attorney is a quality expert at the Quality Secretariat and assists them in their documentation. Methods: Just as a patent attorney helps to get a patent, an improving attorney system helps document the improvement results of the field Quality circle and even standardizes the company. The process of introducing an improving attorney includes the declaration of an improving attorney are 11 levels of work. Results: An improving attorney was conducted in 600 organizations for 18 months. As a result of the comparison of the number of cases before and after the introduction of the improving attorney, the number of solution problem was lowered to 9 before 2016 and 8 in 2017, but after the introduction, it increased exponentially to 181 in 2018 and 162 in August 2019. In 2016 and 2017, only one standard was registered, but 64 standards were registered in 2018 and 71 in 2019. Conclusion: In this case, the improving attorney system was found to be helpful in activating the Quality circle. It is expected to revitalize Korea's Quality circle by spreading the improving attorney system to many companies.

• Journal of Korean Society for Quality Management
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• v.23 no.4
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• pp.90-99
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• 1995

Quality circle activities as an important part of TQM have greatly contributed to the development of Japanese industry. Recently, however, there are severe criticisms about quality circle activities in Japan. Quality circle activities must be reformed in accordance with new world-wide industrial circumstances. In this respect, several Japanese companies are trying to change the method for implementing their circle activities. In this case study, I have investigated one of these movements which occurs in several Japanese companies. It allows us to gain an insight into the way we might go here in Korea.

• Journal of Korean Society for Quality Management
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• v.5 no.2
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• pp.29-38
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• 1977

The QC circle is a small group organized for accomplishing the company's purpose of improving constitutions of the enterprise, developing the capabilities of the mem-bers and improving human relations. The present study intends to investigate the current situations and problems of the QC circle and to develop most effective models for QC circle movement in Korea. For this purpose the author surveyed 93 QC circles and interviewed more than 20 QC circle members and managers. The author has concluded that it is necessary to: 1. establish the authority and duty of the QC divisions. 2. train the top and middle management, especially the indirect divisions manage-ment. 3. motivate the QC circle members for achieving their purpose.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.17 no.30
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• pp.67-71
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• 1994

Quality Control Circle activity is widely introcuced by manufacturing industries. Q.C.C. is studied not only in relation with five points of view such as corporate culture, labor union, organizational management model in Korea, the Theory W and educational revolution etc. but also in social, cultural background, and national trait's view points. The main goal of this study is to investigate sucessful role and active application in Quality Control Circle activity.

• Journal of Korean Society for Quality Management
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• v.33 no.2
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• pp.22-31
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• 2005

Currently the problem of how to effectively integrate between six sigma and quality control circle is a matter of concern in the korea's manufacturing companies. In this paper we try to find the reasonable organizational alternatives and problem solving procedure by related literature surveying and empirical study. And we ascertain whether it is significant by conducting a survey on 51 six sigma consultants and black belts.