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27-554: [REDACTED] Look up working group in Wiktionary, the free dictionary. Working Group may refer to: Working group , a group of experts working together to achieve specified goals Working Group (dogs) , a kennel club designation for certain purebred dog breeds Working Group (resistance organization) , an underground group in the Slovak State which rescued Jews from

54-504: A group decision. Examples of common goals for working groups include: The nature of the working group may depend on the group's raison d’être – which may be technical, artistic (specifically musical), or administrative in nature. These working groups are established by decision makers at higher levels of the organization for the following purposes: For example, the Interagency Working Group on Youth Programs

81-430: A practical application of McGregor's Theory Y, which argues that if employees are given the right atmosphere and decision-making authority, they will enjoy and take pride in their work, resulting in a more fulfilling work life. A quality circle is a small group of workers that work in the same area or do similar sorts of work and meet once a week for an hour to identify, analyse, and resolve work-related issues. The objective

108-781: A three-year period, research showed that management-initiated QCs have fewer members, solve more work-related QC problems, and solve their problems much faster than self-initiated QCS. However, the effect of QC initiation (management- vs. self-initiated) on problem-solving performance disappears after controlling QC size. A high attendance of QC meetings is related to lower number of projects completed and slow speed of performance in management-initiated QCS QCs with high upper-management support (high attendance of QC meetings) solve significantly more problems than those without. Active QCs had lower rate of problem-solving failure, higher attendance rate at QC meetings, and higher net savings of QC projects than inactive QCs. QC membership tends to decrease over

135-401: A working group can last anywhere between a few months and several years. Such groups have the tendency to develop a quasi-permanent existence when the assigned task is accomplished; hence the need to disband (or phase out) the working group when it has achieved its goal(s). A working group's performance is made up of the individual results of all its individual members. A team 's performance

162-421: A working group, it is especially of great import for session players . Musicians face a variety of challenges that can impede the formation of musical working groups, such as touring and studio recording sessions. Such activities make it that much more difficult to concentrate on the developing the cohesiveness that is required to maintain a working group. However, working groups have been shown to be rewarding to

189-668: Is Total Quality Control? The Japanese Way" and circulated throughout Japanese industry by the Union of Japanese Scientists and Engineers in 1960. The first company in Japan to introduce Quality Circles was the Nippon Wireless and Telegraph Company in 1962. By the end of that year there were 36 companies registered with JUSE by 1978 the movement had grown to an estimated 1 million Circles involving some 10 million Japanese workers. The movement built on work by Dr. W. Edwards Deming during

216-461: Is a group of twelve federal agencies within the executive branch of the U.S. government, and is responsible for promoting achievement of positive results for at-risk youth. This working group was formally established by Executive Order 13459, Improving the Coordination and Effectiveness of Youth Programs , on 7 February 2008. Quality circles are an alternative to the dehumanizing concept of

243-717: Is different from Wikidata All article disambiguation pages All disambiguation pages Working group A working group is a group of experts working together to achieve specified goals. Such groups are domain-specific and focus on discussion or activity around a specific subject area. The term can sometimes refer to an interdisciplinary collaboration of researchers, often from more than one organization , working on new activities that would be difficult to sustain under traditional funding mechanisms (e.g., federal agencies). Working groups are variously also called task groups , workgroups , technical advisory groups , working parties , or task forces . The lifespan of

270-436: Is made up of both individual results and collective results. In large organisations, working groups are prevalent, and the focus is always on individual goals, performance and accountabilities. Working group members do not take responsibility for results other than their own. On the other hand, teams require both individual and mutual accountability. There is more information sharing, more group discussions and debates to arrive at

297-714: Is promoting such activities. However this was not successful in the United States, as the idea was not properly understood and implementation turned into a fault-finding exercise – although some circles do still exist. Don Dewar, founder of Quality Digest together with Wayne Ryker and Jeff Beardsley established quality circles in 1972 at the Lockheed Space Missile factory in California. TQM World Institution of Quality Excellence (TQM-WIQE) through its E-learning division Quality Excellence Forum (QEF)

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324-533: Is providing training on Quality Circle with three different levels of certification for better implementation of Quality Circle worldwide. The certifications level are Quality Circle Fundamentals (QCF), Quality Circle Professional (QCP) and Quality Circle Master (QCM). In a structures-fabrication and assembly plant in the south-eastern US, some quality circles (QCs) were established by the management (management-initiated); whereas others were formed based on requests of employees (self-initiated). Based on 47 QCs over

351-595: Is to improve the quality, productivity, and overall performance of the company, as well as the workers' quality of life at work. TQM World Institution of Quality Excellence publication division published a book, "Handbook of Quality Circle" by Prasanta Kumar Barik which tried to bring all the theoretical concepts with detailed implementation steps for Quality Circle. This will be useful in Quality Circle implementation in all types of organizations. Quality circles were originally described by W. Edwards Deming in

378-480: The Printer Working Group , an entire consortium uses the term "working group" for itself. The rules for who can be a part of the working groups, and how a working group makes decisions, varies considerably between organizations. It is imperative for the participants to appreciate and understand that the working group is intended to be a forum for cooperation and participation. Participants represent

405-442: The stakeholders , as it fosters innovation. By working with the same people frequently, members become familiar with the répertoire of other members, which develops trust and encourages spontaneity. Some of the more notable musical working groups include: In many technical organizations, for example Standards organizations , the groups that meet and make decisions are called "working groups". Examples include: In some cases, like

432-415: The 1950s, Deming praised Toyota as an example of the practice. The idea was later formalized across Japan in 1962 and expanded by others such as Kaoru Ishikawa . The Japanese Union of Scientists and Engineers (JUSE) coordinated the movement in Japan. The first circles started at the Nippon Wireless and Telegraph Company; the idea then spread to more than 35 other companies in the first year. By 1978 it

459-876: The Allied Occupation of Japan , for which the Deming Prize was established in 1950, as well as work by Joseph M. Juran in 1954. Quality circles are typically more formal groups. They meet regularly on company time and are trained by competent persons (usually designated as facilitators) who may be personnel and industrial relations specialists trained in human factors and the basic skills of problem identification, information gathering and analysis, basic statistics, and solution generation. Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered). Quality circles have

486-589: The Holocaust See also [ edit ] Workgroup (disambiguation) Topics referred to by the same term [REDACTED] This disambiguation page lists articles associated with the title Working Group . If an internal link led you here, you may wish to change the link to point directly to the intended article. Retrieved from " https://en.wikipedia.org/w/index.php?title=Working_Group&oldid=1216128505 " Category : Disambiguation pages Hidden categories: Short description

513-503: The advantage of continuity; the circle remains intact from project to project. (For a comparison to Quality Improvement Teams, see Juran's Quality by Design . ). Handbook of Quality Circle: Quality circle is a people-development concept based on the premise that an employee doing a certain task is the most informed person in that topic and, as a result, is in a better position to identify, analyse, and handle work-related challenges through their innovative and unique ideas. It is, in fact,

540-645: The community's vision for its future. The WG should also regularly seek community feedback on their projects. Apropos questions to be asked during such meetings include: Depending on the lifespan of the WG, involved parties (at the very least) convene annually. However, such meetings may happen as often as once every semester or trimester. The managers are constantly called upon to make decisions in order to solve problems. Decision making and problem solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and following them up with

567-406: The division of labor, where workers or individuals are treated like robots. Quality circles can help enrich the lives of workers or students and aid in creating harmony and high performance. Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes. Although any artisan or artist can benefit from being part of

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594-516: The interests and views of stakeholders from disparate sectors of the community which happen to have a vested interest in the results of the WG. Therefore, maintaining and strengthening communication lines with all parties involved is essential (this responsibility cuts both ways – stakeholders are expected to share what information, knowledge and expertise they have on the issue). Programmes developed should be evaluated by encouraging community input and support; this will ensure that such programmes meet

621-416: The necessary actions and now with this managed to reach a continuous improvement . Quality circles Typical topics for the attention of quality circles are improving occupational safety and health , improving product design , and improvement in the workplace and manufacturing processes . The term quality circles was most accessibly defined by Professor Kaoru Ishikawa in his 1985 handbook, "What

648-882: The original philosophy of total quality management . The idea of SQCs was presented by City Montessori School (CMS) Lucknow India at a conference in Hong Kong in October 1994. It was developed and mentored by two engineers of Indian Railways PC, Bihari and Swami Das, in association with Principal Dr. Kamran of CMS Lucknow India. They were inspired and facilitated by Jagdish Gandhi, who founded CMS after his visit to Japan, where he learned about Kaizen . CMS has continued to conduct international conventions on student quality circles every two years. After seeing its utility, educators from many countries started such circles. The World Council for Total Quality & Excellence in Education

675-540: The three-year period. Larger QCs have a better chance of survival than smaller QCs. A significant drop in QC membership is a precursor of QC failure. The sudden decline in QC membership represents the final and irreversible stage of the QC's demise. Attributions of quality circles' problem-solving failure vary across participants of QCs: Management, supporting staff, and QC members. There are seven basic quality improvement tools that circles use: Student quality circles work on

702-903: Was claimed by JUSE in their publication Gemba to QC Circles, that there were more than one million quality circles involving some 10 million Japanese workers. As of 2015 they operate in most East Asian countries; it was recently claimed by the President of the Chinese Quality Circles Society at the ICSQCC Conference in Beijing 30 August 1997 that there were more than 20 million quality circles in China. Quality circles have been implemented even in educational sectors in India, and QCFI (Quality Circle Forum of India)

729-666: Was established in 1999 with its Corporate Office in Lucknow and head office in Singapore. It monitors and facilitates student quality circle activities in its member countries, which number more than a dozen. SQC's are considered to be a co-curricular activity. They have been established in India, Bangladesh, Pakistan, Nepal, Sri Lanka, Turkey, Mauritius, Iran, UK (Kingston University and started in University of Leicester), and USA. In Nepal, Prof. Dinesh P. Chapagain has been promoting

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