Table of contents
Preface ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

3

Introduction ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 4
1. Scope ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 4
2. Normative references ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

5

3. Terms and definitions ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 5
4. Fundamentals of small group improvement activities ・・・・・・・・・・・・・・・・・・・・・・ 7

sample

4.1 Their positioning and role in Total Quality Management ・・・・・・・・・・・・・・・・・・・・ 7
4.2 Basics 1: Challenge problems and tasks in small groups ・・・・・・・・・・・・・・・・・・・・ 9
4.3 Basics 2: Improve based on QC approach, procedure and techniques ・・・・・・・・・・・・・・・ 10
4.4 Basics 3: Enhance abilities and energize the organization ・・・・・・・・・・・・・・・・・・・ 11
4.5 Promotion mechanism and top management’s role ・・・・・・・・・・・・・・・・・・・・・・ 14
4.6 Team improvement activities and QC circle activities ・・・・・・・・・・・・・・・・・・・・・ 15
5.

Promotion of team improvement activities ・・・・・・・・・・・・・・・・・・・・・・・・・・ 17

5.1 Basic approach to pursuing activities and focal points of promotion ・・・・・・・・・・・・・・・ 17
5.2 Clarify the purpose ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 19
5.3 Create the promotion organization ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 20
5.4 Select the problem/task ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 21
5.5 Form the team ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 23
5.6 Implement improvement activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 24
5.7 Implement means and deploy the results obtained in the organization ・・・・・・・・・・・・・・・ 26
5.8 Enhance abilities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 27
5.9 Promote the level of improvement activities ・・・・・・・・・・・・・・・・・・・・・・・・・ 29
5.10 Evaluate and review promotion mechanism ・・・・・・・・・・・・・・・・・・・・・・・・・ 31
6.

Promotion of QC circle activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 31
6.1 Basic approach to pursuing activities and focal points of promotion ・・・・・・・・・・・・・・・ 31
6.2 Clarify the purpose ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 34
6.3 Create the promotion organization ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 34
6.4 Form the QC circle ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 35
6.5 Select the theme ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 37
6.6 Implement improvement activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 38
6.7 Enhance abilities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 41
6.8 Deploy the results obtained ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 45
6.9 Accelerate mutual enlightenment ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 47
6.10 Evaluate and review the promotion mechanism ・・・・・・・・・・・・・・・・・・・・・・・ 48

7. Role of managers in small group improvement activities ・・・・・・・・・・・・・・・・・・・・・ 50
7.1 Role of managers in promotion of team improvement activities ・・・・・・・・・・・・・・・・・・ 50
1

7.2 Role of manager in the promotion of QC circle activities ・・・・・・・・・・・・・・・・・・・・ 50
References ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 52

sample2Preface
This Standard has been established by the Japanese Society for Quality Control (hereafter JSQC) through thedeliberations of the Technical Board, under the administrative provisions of the JSQC.
This Standard represents the work protected under the Copyright Act.
Note that several parts of the standard may conflict with patents, patent applications after the laying open of theapplications, utility model rights or utility model right applications after the laying open of the applications. JSQC shallnot be responsible for confirming whether those parts of the standard infringe upon any of these patents, patentapplications after the laying open of the applications, utility model rights or utility model right applications after the

samplelaying open of the applications.

3

JSQC-Std 31-001(E):2020

Guidelines for Small Group Improvement Activities(Note: this doccument is an official English translation of JSQC-Std 31-001:2015 written in Japanese. )Introduction
In order to continuously create new value by linking the customer and the society needs to organizational
technologies, it is necessary to solve the problems and achieve the tasks that arise with the change in needs andsampletechnologies. In order to do so, everyone working for that organization must participate in the activities with a highlevel of motivation, closely cooperate with one another, and hone and utilize their respective abilities through theactivities.

However, there could be organizations with diverse employees, some of whom may not show interest in theactivities in the said organizations. Communication could also be found wanting. In addition, in spite of spending a
lot of time on education and training, learning curve of some of them may not improve and their potential abilities
may not have shown result.

“Small Group Improvement Activity” is the method conceived to overcome such difficulties. “Small Group
Improvement Activity” is the basic activity to link problem solving and task achieving with human development
and workplace energization. The organization’s growth and development depend vastly on the quality of suchactivity. Therefore, in order to harness the human resource within the organization to its full potentials, it isdesirable that they be practiced in all the departments and all the layers.
Despite such importance of this activity, standards that can be widely used for small group improvement
activities have not been established as ISO or JIS (Japan Industrial Standards). For this reason, views of eachorganization and researcher are different regarding what are "small group improvement activities" and how toproceed with them, which is one of the causes of various confusions about them. In addition, these confusions
become a major hurdle in promoting "small group improvement activities" in the organizations.
This standard summarizes the fundamental principles of small group improvement activities and guidelines for
systematically promoting small group improvement activities, in order to provide a basis for the spread anddevelopment of small group improvement activities.

1. Scope
This standard prescribes the matters recommended by JSQC concerning practicing small group improvement
activities, one of the main activities of quality management. This standard can be applied not just in manufacturing
but in all types of workplaces such as R&D, sales, after-sales service and administration. In addition, it can beapplied not just in manufacturing but various industries including the service industry.

42. Normative Reference
The below mentioned standard constitutes a part of the prescriptions of this standard, as it is cited here. Only thecited version of this standard mentioned in the present standard is applicable and no revised or supplement versions
are applicable.

JSQC-Std 00-001: 2011 Quality Management Terms

3. Terms and Definitions

sampleTerms and definitions mentioned in JSQC-Std 00-001 and the following terms and definitions are applicable inthis standard. The following terms and definitions include those cited/represented from other standards.

3.1 Small group improvement activities / small group activity

Activities to enhance knowledge, skill and motivation level of members as well as contribute to achievement of
purpose of the organization by forming a small team having common purpose and diverse knowledge, skills,
viewpoints, ideas, authority etc. and carrying out maintenance-plus-enhancement, improvement and innovation.
Note: Small group improvement activity includes activities by improvement teams, QC circles etc.

3.2 Improvement team / innovation and improvement team
Small groups formed to solve and achieve important problems and tasks of the organization.

3.3 QC circle
Small groups where front line workers continuously carry out maintenance-plus-enhancement and improvementof quality of product, service and process.
Note: In QC circle activities, the purpose is not only to improve customer satisfaction and contribute to thesociety, but also to attain ability enhancement and self-actualization of members, and to create a pleasant,vibrant and satisfying workplace.
（Same as JSQC-Std 00-001）
3.4 Customer
Organization or person who receives products/services．
Note 1: Actually, customer does not have the narrow meaning of the person who buys a product or service but
includes latent purchaser and the targeted purchaser.
Note 2: Customer does not mean just the purchaser but

Organization

Department

Supply Chain

includes user and consumer. Not just theexternal organization or person but includes
internal departments and people (post-process).

Process
Process
Process

Customer

Customer

Customer

If represented graphically, it will be as shownon the right-hand side.
（Same as JSQC-Std 00-001）
5

3.5 Process
A series of inter-related or interacting activities that convert input into output.
Note: Input and output include hardware, software, service, information, energy etc.
（Same as JSQC-Std 00-001）

3.6 Improvement / continuous improvement
Activities that set targets higher than the current level for products and services, processes, systems etc., identify
problems or tasks, and repeat problem solving or task achieving.

sample（Same as JSQC-Std 00-001）

3.7 Problem solving

A series of activities that specify the cause behind a problem, take countermeasures to correct them and confirm
the effect.

Note: Sometimes the improvement including task achieving is called problem solving without distinguishing the
problem and the task.

（Same as JSQC-Std 00-001）

3.8 Task achieving
A series of activities that set a target and achieve it by building and operating processes and/or systems．
（Same as JSQC-Std 00-001）

3.9 QC Story / Procedure for improvement
Basic procedure to pursue improvements logically and scientifically based on data and carrying them out
effectively and efficiently.
（Same as JSQC-Std 00-001）

3.10 Self-actualization
Recognize, develop and reveal the possibilities within self.
（Same as JSQC-Std 00-001）

3.11 Total employee involvement
All members of the organization are aware of their role in the organization and actively participate in andcontribute to activities to achieve the organization’s objectives.
Note: Generally, all the members of an organization should be taken into consideration, but it is necessary foreach organization to decide who all to include.
（Same as JSQC-Std 00-001）

6

4. Fundamentals of Small Group Improvement Activities
To practice small group improvement activities, first of all, it is necessary to know about the role they play intotal quality management. In addition, it is necessary to understand the three basics of small group improvement
activities namely, "challenge problems and tasks in small groups", "improve based on QC approach, procedures andtechniques", and "improve abilities and energize the organization". Then, in order to carry out concrete promotion,
it is essential to understand the importance of the mechanism for promotion and the role played by top management
and to promote by combining various types of small group improvement activities.

sample

4.1 Their positioning and role in Total Quality Management

While significantly changing business environment, an organization constantly aims to develop new products
and services and offer them to customers with the aim to secure appropriate profits and achieve sustainable growthand contribute to society through realization of customer satisfaction and utilization and innovation of technology.
TQM (Total Quality Management) is the activity;- whose aim is the long-term success of the organization through provision of products and services that satisfy
the needs of customers and society as well as the satisfaction of people working for it,-for maintaining, improving and innovating processes and systems,- by all departments and all the layers of the organization,to achieve effective and efficient organizational management matching the changes in business environment.
The core activities in TQM are maintenance-plus-enhancement, improvement and innovation of processes andsystems.
- Maintenance-plus-enhancement (management in the narrow sense) : An activity where a target is set on thecurrent level or its extension, and condition is restored immediately if there is deviation from the target, andalso uses the knowledge acquired to obtain better results than the current level. It is important to focus on thechanges in the process that cause deviation.
- Improvement: An activity where a target is set at a level higher than the current level or its extension,
problems and tasks are identified and problem solving and task achieving are repeated. It is important to clarify
the causal relationship between the problem/task and the process, and to make major changes in the process
based on it.
- Innovation: An activity where processes and systems are changed from time to time by introducing or utilizing
new indigenous technologies produced outside the organization or by other departments within theorganization.
In order to continuously practice maintenance-plus-enhancement, improvement and innovation based onparticipation of all the departments and all the layers, it is necessary to undertake quality ensurance, policy
management, daily management, small group improvement activity and quality management education and training
at the organization level (Fig. 1).
- Quality Ensurance：Systematic activities to ensure, confirm and demonstrate that the needs of customers andsociety are met. Carrying out quality ensurance at the organization level will help in developing close
relationships between needs, systems and processes and clarifying things that must be carried out for7maintenance-plus-enhancement, improvement and innovation.
Note: Activity where objectives are set for each of the basic management elements such as quality, cost,
volumes, schedule adherence, safety and environment, and cross-functional collaboration between departments
is sought to achieve them in an efficient manner and strive for total optimization, is called “cross-functional
management”. Quality ensurance is one of forms of the cross-functional management.
- Policy Management：Activities to achieve things with priority approach and everyone on the same page basedon participation by all the departments and all the layers and clarifying the policy (priority issues, objectives
and means). In order to practice improvement and innovation, it is necessary to establish strategies andsampleobjectives to cope with changes in customer needs and business environment and clarify the problems/tasks
that must be taken up to get there in line with the principle of purpose-oriented and priority approach.

- Daily Management：Activities to maintain and enhance duties that are performed daily in each department of
the organization. In order to maintain and enhance, every department or person in charge must clarify its duties
and the processes to carry them out, standardize the causes that affect the output and the changes or alterationsin those causes as well as the methods that maintain them at a certain level or do not let any adverse impact becaused, and carry out activities as per those methods. Moreover, it is also necessary to detect the abnormalities
by setting the control points and revise the standards and the method of observing them.

- Small Group Improvement Activities：Activities where a small group comprising members having common
purpose, diverse knowledge, skills, viewpoints, ideas, authority carries out maintenance-plus-enhancement,
improvement and innovation by utilizing QC approaches, procedures and techniques to contribute toachievement of the purpose of the organization as well as to enhance the knowledge, skills and motivationlevel of its members. It is necessary, therefore, to form a small group where it is easy to communicate the aim,
solve and achieve various problems and tasks that come to the fore through policy management and daily
management in a speedy manner and implement daily management by utilizing the results obtained, besides
ability enhancement and self-actualization of each individual and relationship of trust between its members
during these activities.
Note 1: Small group improvement activities have above-mentioned wide meaning but in this standard, focus
has been specifically placed on the activities satisfying the 3 basics described under 4.2-4.4 i.e. “Challenge
problems and tasks in a small group”, “Improve based on QC approach, procedures and techniques” and“Enhance abilities and energize the organization”.
Note 2: In Fig. 1, 3 types of small group improvement activities have been mentioned but organization is free
to classify them into any types as well as give them names at will.
- Quality Management Education and Training：Activities for systematic human resource development forthe members of an organization to acquire necessary values, knowledge and skills to realize products andservices that satisfy customer and social needs in an effective and efficient manner. In order to carry out
maintenance-plus-enhancement, improvement and innovation actively, it is the premise that all the members of
theorganization

possesssamevaluesandacquireknowledge

andskills

to

carry

out

maintenance-plus-enhancement, improvement and innovation.
Note 1: For the above-mentioned 5 activities to function organically, it is necessary that they are closely
8related to each other. Especially, small group improvement activities are at the heart of all the activities and theeffects of TQM as a whole vary considerably depending on how well they are carried out.

☆Quality Ensurance

Vision and policies(Fostering abilities for solving problems, achieving tasks and implementing daily management)(Developing close relationships between needs and processes)

Task

Problem

Task

Problem

Problem

Task

Problem

Problem Problem☆Policy Management

Cross-functional
Improvement
Teams

Department-wise
Improvement
Teams

Chronic problems(Discovering problems and tasks)

Each Department

Detecting abnormalities andtaking actions against them

QC Circles

Making and following rules

Results(Abnormalities)

Processes☆Daily Management(Making and following rules anddetecting abnormalities and taking actions against them)☆Small Group Improvement
Activities (Solving problems,☆Quality Management Education and Training

Task

New countermeasures /means
and area-specific technologies

sampleTask

achieving tasks and implementing
daily management)

Fig.1 Positioning and role of small group improvement activities in TQM

4.2 Basic 1: Challenge problems and tasks in small groups
For problem solving and task achieving, along with analyzing the cause and effect relationship between results
and process (causes), it is necessary to improve the existing process or set the new process to deliver the desirable
results. In order to pursue this effectively and efficiently, it is necessary to develop sufficient understanding about
the problems and tasks being targeted, the process and the method of controlling the process etc. In addition, it isalso necessary to have knowledge and skill as well as viewpoints and ideas concerning methods to analyze cause
and effect relationship, and the techniques to formulate means or countermeasures for process based on cause andeffect relationship. Further, it is also necessary to have the authority to implement the formulated means orcountermeasures. On the other hand, knowledge, skills, viewpoints, ideas and authority held by each individual islimited depending on his/her experience, position and affiliation. For this reason, in order to deal with important
problems and tasks that the organization is currently facing, it is necessary that multiple numbers of people thatpossess different knowledge, skills, viewpoints, ideas and authority collaborate and cooperate with one another.

9

“Small group” means “a team of more than 2 persons that have different knowledge, skills, viewpoints, ideas andauthority, which has been formed for the common purpose namely, problem solving and task achieving.
For a small group to function effectively, several conditions are crucial. First of all, it is necessary that problems
and tasks have been identified. Problems or tasks could be that the result or the anticipated value is inconsistent
with the objective and their resolution or achievement is crucial for the organization. In addition, it is necessary tobring together people that possess knowledge, skills, viewpoints, ideas and authority etc. to solve those problems or
achieve those tasks．However, collaboration and cooperation becomes difficult if the number of persons is too large.
Generally, if the number exceeds 10, it becomes difficult to function as a small group and it is hard to summarize

samplethe views given by everyone. Therefore, it is ideal to have 5-8 persons. It is also necessary to have a leader who has
the ability to operate the small group and to ensure that the role of each member is clear and they can act
organically as a group. In addition, in problem solving and task achieving, despite the basic approach andtechniques are fixed (See 4.3), yet people do not know in advance what needs to be done. Therefore, grasping thesituation according to the progress made and dealing with it flexibly is needed. In this respect, it is important that
operation of small group is carried out autonomously and support from outside is provided at the opportune time ifneeded. A group that satisfies these conditions can be called small group. QC circle, department-wise project ortask team, cross-functional team and committees are all small groups.

Among problems and tasks, it may be appropriate at times that the organization (department, section, subsectionetc.) established for carrying out those duties take up some of them. For instance, in case of standard problems ortasks, it is better to establish the organization in advance instead of thinking about how to go about them each time
separately. On the other hand, in case of unique problems or tasks whose content is not known in advance, it ismore effective to form a small group that can handle it well instead of assigning them to an existing organization.

4.3 Basics 2: Improve based on QC approach, procedure and techniques
In small group improvement activity, when multiple persons that possess different knowledge, skills, viewpoints,
ideas and authority come together to carry out some activity, it is important that the method to proceed is sharedwith everyone upfront. Although any method to proceed successfully is possible, QC perspectives, approaches andtechniques can be understood by everyone and buy-in will be easy.
“Process-oriented” approach is based on scientific approach namely, everything is ruled by the cause and effectrelationship and it pursues not just the result but tries to get desirable results by implementing
maintenance-plus-enhancement, improvement and innovation of the process that produces those results. Here“process” means the method to carry out a task and denotes a set of mutually related resources (people, equipment,
drawings etc.) and activities that receive the input (hardware, software, service, energy and information etc.) andgenerate the output (hardware, software, service, energy and information etc.) by adding some value to it. For
instance, if receiving parts from the previous process and passing them on to the next process is a process, while
preparing the product planning document based on results of market survey as well as selling a product by visiting
the customer are also processes.
The procedure for implementing specific activities in line with the process-oriented approach is the “PDCA
cycle”. The PDCA cycle is the procedure for improving the level of the process by continuously repeating 4 steps
10namely, define the target and the process for achieving it (Plan), implement it according to the defined process (Do),check whether the obtained results match the target (Check), and correct the process if necessary (Act). In
organizations where many people work, since standards (arrangement for the purpose of unification andsimplification) are required to define and implement processes, the PDCA cycle can also be called the procedure
for establishing standards and improving their level.
“Improvement procedure” indicated in Table 1 is further embodiment of the PDCA cycle assuming that
improvement (activity where the target is set to a higher level than the current state or extension of the current state,
and problems and tasks are identified, and problem solving/task achieving activities are repeated) will be carriedsampleout. This procedure is based on a scientific approach of observing, setting up and validating hypotheses,
generalizing (summarizing in rules) and applying. In addition, steps for activities as small groups such as Steps 1, 4
and 9 are also incorporated. Steps 1 and 4 are the steps for sharing the purpose and method of pursuing activities,
and Step 9 is a step for sharing results and connecting to the next activity.

When proceeding with problem solving/task achieving according to the improvement procedure, more effective
and efficient initiatives can be made by utilizing specific techniques. The rightmost column of Table 1 shows themain techniques used in each step of the improvement procedure. The object of the technique includes not only
numerical data but also language data, video data etc. In addition, a method is after all a means, and the purpose isproblem solving/task achieving. By using the method, logic and rationality are born．Along with members getting
convinced by the content of the activity, it becomes easy to persuade other people.
When using the improvement procedure，in addition to laying emphasis on the process, it is important to havethe following perspectives and approaches.
- Customer focus (thorough market-in)- Purpose-orientated (always thinking about what the purpose is)- Priority approach (start and practice from the most effective)- Fact-based management (viewing actual sites, actual objects, and reality)

4.4 Basics 3: Enhance abilities and energize the organization
Problem solving/task achieving are not something that only some people need to do temporarily. All the
departments and all the layers must do them on continuous basis. In addition, whether the problem can be solved, ortask can be achieved depends on that the participating people have the ability, can exhibit their ability, and canstimulate each other and the synergistic effect can be produced. Small group improvement activities play animportant role not only as a means for problem solving/task achieving but also for enhancing ability and motivationneeded for problem solving/task achieving and fostering team work.
People think about things and act autonomously, and if they can confirm the results, they have a feeling of joy
and accomplishment and grow. Self-actualization means "recognizing, developing, and revealing the possibilities
that exist within you". This applies not only to individuals but also to organizations. In order to promote
self-actualization, it is important to rotate the cycle shown in Fig. 2 on continuous basis.
For self-actualization, it is essential that the participating members have the ability to improve and the ability towork in small groups. Table 2 summarizes the abilities required for small group improvement activities. These11

abilities are further developed by practicing small group improvement activities. In order to systematically develop
such abilities, it is necessary to prepare certain criteria and evaluate the level. In addition, it will be better that basedon the evaluation results, the target of the ability to be acquired as an individual is set, training courses are arranged
for each layer and area, and study sessions linked to specific problem solving/task achieving etc. are held so as tosteadily enhance their abilities. Furthermore, it is important to arrange for opportunities and tools (case books etc.)
so that people can learn about each other's good activities.
Table 1 Improvement proceduresampleProcedure
1. Selection of aproblem/task
2.

3.

4.
5.

Understanding thecurrent status

Target setting

Formulation ofactivity plan
Analysis of causes(factors)

6.

Examination andimplementation ofmeans/
countermeasures

7.

Effectconfirmation

8.

Standardizationand establishmentof control

Description
Identify the problems/tasks, narrow down based on priority
approach and select those that are to be targeted for improvement
activity.
Collect facts/data regarding chosen problem/task (theme) and grasp
the trend or features. In addition, observe the concerned process
and grasp the current status.

Determine what, by when and up to what level needs to be done
regarding the chosen problem/task or the prioritized ones led from
it. Also include the subject and significance of activity.
Rough time schedule for the activity till the target is achieved
should also be determined along with the division of role.
While utilizing the information obtained based on understanding
the current status, repeatedly carry out hypothesis setting andverifying them regarding the cause and effect relationship between
problems/tasks and the process.
Based on the cause and effect relationship between the
problems/tasks and the process found in the analysis of causes(factors), consider means/countermeasures to improve theimportant causes or, if the causes cannot be improved, to prevent
their influence, and evaluate, select and implement them.
Collect the data such as for the current status after having
implemented the means/countermeasures and confirm the effect.
Also confirm the side-effect. If the effect is not enough, go back to
Steps 5 or 6.

Main techniques used
Brainstorming, Affinity diagram,
Pareto diagram, Matrix chart.

Check sheet, Histogram,
Stratification, Graph, Control
chart, Process map, SWOT
analysis, QFD (Quality Function
Deployment)
Benchmarking, Project chart

Gantt chart, Arrow diagram
Cause and effect diagram,
Correlation diagram, Scatter
diagram, Regression analysis,
Statistical test/estimation, DOE,
Taguchi method, FTA and FMEA.
Brainstorming, System chart,
Matrix chart, PDPC, Arrowdiagram, TRIZ, AHP.

Check sheet, Histogram,
Stratification, Graph, Control chart

Summarize the results in standards so that means/countermeasures
Standard operating procedure, QC
can be sustained even if people change and incorporate inprocess chart, Control chart, Error
education and training. In addition, find out the way that they can
proofing
be maintained on continuous basis.
9. Reflections andReflect back on the steps of activity and sum up the points that
Progress review table，Radar chart
future issues
ought to be put to use for future activities. Also evaluate the small
group activities for enhancement in ability of members.
Note 1: For details refer to JIS Q 9024.
Note 2: Here causes are those that influence the result and includes both those that have negative impact as well as positive impact. In
addition, factors are those that could be causes.

12

Further, continuous utilization of the results obtained throughsmall group improvement activities (area-specific technologies
related to effective means/countermeasures, cause and effectrelationship of processes etc.) is also important. This is because theresults of a small group will be useful for the organization in the true
sense only if the effects are continued. If the results are not used
continuously,

activities

will

be

ad

hoc

and

will

hinderself-actualization. Also, activities carried out spending time will go

samplewaste for the organization. Therefore, it is important that theFig. 2 Cycle of self-actualization

obtained means/countermeasures and area-specific technologies are shared and utilized such as the results obtained
through small group improvement activities are reflected in standard operating procedures and engineering
standards and are utilized by other departments in subsequent products or services etc. Depending on the contentsof the means/countermeasures and area-specific technologies, they should be segregated into categories that can beused only in the relevant department, and those that should be deployed horizontally in other departments, thosethat need to be modified/applied as needed, and those that should be reflected in the development of subsequent
products and services.

Table 2 Abilities required for small group improvement activities, and abilities developed
through small group improvement activities
Category
Basic

Area-specifictechnologies

Abilities
Basic abilities
Abilities needed as a person
working in an organization
Information-related abilities
Specialized abilities
Knowledge about
products/services

Management
techniques

Improvement abilities

Small group operation
abilities
Organizational management
abilities
Understanding ofmanagement policies andabilities to deploy them

Description
Ability to understand, ability to apply, ability to create, sense of purpose, wide
vision, cooperativeness, ethics etc.
Ability to take action, communication skill, presentation skill etc.
Information gathering and utilization ability, ability to use IT etc.
Knowledge and ability needed to execute each department's business(R&D, design, production, sales, finance, human resources, etc.)
Knowledge concerning own organization's main products/services, technologies
used, market/customers (including how to use operations, products/services, etc.)
and ability to utilize it.
Knowledge concerning improvement procedures and ability to apply it, knowledge
concerning improvement techniques and ability to utilize it, problem/task discovery
ability, hypothesis setting ability, etc.
Knowledge about small group operation method and ability to apply it, leadership,
ability to grasp and draw out different abilities of members, persuasive/adjustment
ability, teaching/human resource development ability, etc.
Knowledge regarding policy management, daily management, small group
improvement activities, quality management education and training, quality
ensurance etc. and ability to apply them.
Understanding regarding mid-term/long-term business plan and annual policy andability to deploy them.

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In addition, it is better to think of evaluation/commendation and qualification systems. Small groups andindividuals who have participated in these activities will feel a sense of accomplishment if small groups that have
performed well are evaluated and commended and individuals who have met certain requirements are qualified by
the organization. Evaluation/commendation and qualification systems should be linked with promotion, assignmentof duties, formation of small groups etc.

4.5 Promotion mechanism and top management’s role
The three basics described in 4.2-4.4 are spontaneously practiced in an organization that has abundant talent.

sampleHowever, in a normal organization, there are large variations from department to department, such as they may or
may not be practiced. In some cases, people who have no practical experience and do not understand the basics
become managers, resulting in a vicious department in which the basics are not practiced. In order to get out of thissituation and practice problem solving/task achieving in every department of the organization, and to develop
people with the necessary abilities/motivation such as quality ensurance, policy management, daily management,
and quality management education and training, etc., it is necessary to build a mechanism to promote small group
improvement activities as an organization, practice them as per that mechanism, and periodically review andimprove it. It is necessary to understand that promotion that is not based on a mechanism often fails with thechange of person, even if it seems to be successful in the short term.
When considering the mechanism for promotion of small group improvement activities, purpose of promotion,
promotion organization, selection of problems/tasks, formation of small groups, implementation of improvement
activities (improvement procedures/techniques and operation of small groups), enhancement of ability, deploymentof the results obtained, promotion of level of improvement activities, evaluation and review of promotion
mechanism etc. are the elements that need to be taken into consideration. Small group improvement activities are to
be conducted as an organization, and it is important to clarify their purpose and the division of role and cooperation
with other activities. In addition, there are many things that need to be undertaken for the promotion of small group
improvement activities. It is necessary to clarify who is to do what, assign responsibility and authority as necessary,and create an organization for promotion. Furthermore, in order to promote activities by individual small groups, it
is important to build a system for registration of problems/tasks that are being addressed, grasp and support the
progress of activities, utilize the results obtained through the activities as an organization, evaluate ability
enhancement and contributions to activities and provide opportunities for mutual learning through presentations.
Small group improvement activities fail because human resources are not nurtured in the short term. Promotion
from a mid-term/long-term perspective is necessary．For that, it is important that the top management of theorganization has a good understanding. First, it is necessary for the top management of the organization to position
small group improvement activities as an important pillar in business and to declare its organizational promotion. In
addition, it will be better to practice the following:- Incorporate items related to promotion of small group improvement activities and items that should be
addressed by small group improvement activities into the organization's annual policy.
- Install a promotion office and ensure reporting on the problems/tasks that are being worked on and theirprogress status.
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- Attend presentations and report meets on activities.
- Check the status of activities in each department during top management diagnosis.
If the top management of the organization practices the above, managers of each department will also getinterested in small group improvement activities, deploy organizational policies to their own department, selectproblems/tasks, form small groups, support improvement activities, practice development of necessary abilities anddeploy the results obtained. This will ensure that small group improvement activities are continuously practiced inall departments of the organization.

sample

4.6 Team improvement activities and QC circle activities

4.6.1 Representative types of small group improvement activities

There are various types of small group improvement activities but if one arranges them focusing on the following
2 axis, they can be divided into 4 types as indicated in Table 3.

(1) Workplace-wise type vs Cross-functional type：A small group of people who are doing the same or similar
work in the same workplace, or a small group organized by people who work across workplaces or havedifferent occupations.

(2) Continuous type vs Time bound type：A small group that continues to work on different problems/tasks after
solving a problem or achieving a task, or a small group that is dissolved after solving a problem or achievinga taskA person may belong to small groups of different types at the same time.
Table 3 Representative types of small group improvement activities
Type
A. Workplacewise andcontinuous type
B. Workplacewise and timebound typeC.
Cross-functionaland continuous
type
D.
Cross-functional
and time boundtype

Description
Front line workers from the same workplace form a small group, take up the problem/task from their own
workplace, work on solving or achieving it. Small group is retained even after a problem is solved or a task
is achieved. They play an important role not only in improvement but also in activities formaintenance-plus-enhancement. For instance, QC circle, TPM circle etc.
In order to solve an important problem or achieve an important task of a specific department, a small groupwith managers and staff of the department at the core is formed. It is disbanded after the problem is solved or
the task is achieved. For instance, project or task team of each department.
Those concerned with specific business result or specific technology of the organization form across-functional small group spanning multiple departments and solve problems and achieve tasks relatedwith concerned business result. The small group is retained even after solution to the problem or
achievement of task. For example, safety committee or XX technical review committee.
A cross-functional small group is formed by people having advanced specialized knowledge or skills tosolve a problem/achieve a task that is difficult to solve/achieve by a specific department alone. The small
group is disbanded after solution to the problem or achievement of task. For instance, cross-functional team,Six Sigma team etc.

4 types of Small group improvement activities mentioned in Table 3 are common in terms of “Challenging
problems/tasks in small groups”, "Improvements based on QC approaches, procedures and techniques” and“Enhancing abilities and energizing the organization”. However, they have their respective characteristics. For
instance, A type i.e. “workplace-wise and continuous type” has the convenience of doing the activity on a15

common base namely, the “workplace (place where one works)” and is suitable for mid-term/long-term
perspective such as human resource development. However, the drawback is that the scope of the problem/task
becomes narrow. On the other hand, D type “cross-functional and time bound type” which is at the opposite endof the A type has the advantage that one can have the optimal members for the problem/task and is suitable forany initiative that cannot be carried out by one department alone. However, its drawback is that one success isunlikely to lead to the next. Therefore, an organization should not carry out only one type of activity, but it isimportant to promote multiple types simultaneously depending on the purpose.

sample4.6.2 Team Improvement Activities

When promoting 4 types of small group improvement activities mentioned in 4.6.1, it is better to have a separate
promotion system for each, as the problems/tasks taken up and participating members might differ.

In cross-functional and time bound type or workplace-wise and time bound type small group improvement
activities (hereinafter referred to as “team improvement activities”), since the team does not exist before, it isnecessary to have a mechanism where a team is formed from required members depending on the problem/task.
Top management or managers should be able to exhibit leadership based on deployment of the policy of theorganization. Moreover, as the team is disbanded after a problem is solved or a task is achieved, it is necessary toevaluate the ability of each individual so as to use them when forming the team again. Members who participate in
the activities are persons who have acquired abilities and specialized knowledge in a specific area. Therefore, it isbetter to link evaluation of team improvement activities with personnel evaluation (promotion) and presentation andreport meets should be positioned as the place for horizontal deployment of the results obtained or exchange of
information.

4.6.3 QC circle activities
On the other hand, in workplace and continuous type small group improvement activities (hereafter referred to as
QC circle activities), after having put in place the system to form circles based on workplace or job, support should
be provided to each circle for selecting the problem/task (theme) and challenging problem solving or task achieving.
When selecting the theme, it will be better to include problems/tasks that tend to get ignored by those not involvedin that process in the list of prospective themes．In addition, since the team continues to function even after aproblem is solved or a task achieved, there is a need to arrange for a system so that the circle grows by targeting
higher level of activities (for instance, self-evaluation such as QC circle diagnosis). In principle, it is an activity
closely linked with the workplace and all those who work there participate in it. Therefore, it will be better to thinkof evaluating the QC circle activities separately from personnel evaluation which is carried out based on theabilities to carry out the process one is responsible for as per the plan and they should rather be evaluated bycommendation based on presentation and report meets.
Below, Clauses 5 and 6 discuss these two small group improvement activities respectively and specificguidelines for their promotion have been presented.

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