FACTORS ON QC CIRCLES IN THE CHINESE CONSTRUCTION INDUSTRY : A comparative study on construction project management between China and Japan Part 3

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  • 中国の建設業におけるQCサークル活動の促進要因と阻害要因に関する研究 : 中国と日本における建築プロジェクトマネジメントの比較研究 その3
  • チュウゴク ノ ケンセツギョウ ニ オケル QC サークル カツドウ ノ ソクシン ヨウイン ト ソガイ ヨウイン ニ カンスル ケンキュウ チュウゴク ト ニホン ニ オケル ケンチク プロジェクト マネジメント ノ ヒカク ケンキュウ ソノ 3

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The spectacular productivity gains achieved from Quality Control Circle (QCC) by Japanese firms have attracted the attention of many other authorities who are now looking for ways to apply the concept in their own countries and companies. In China, the National Productivity Board has directed its effort towards a national wide use of QCC. Support comes from the highest levels of the government hierarchy. QCC have been claimed to be effective in improving quality of products, increasing productivity, improving skills level, motivating workers and enhancing morale. However, while some have reported that QCC worked well in their companies, others reported that their attempts to use the QCC concept had failed. How successful companies have implemented QCC in their companies and what unique characteristics their circles possess is studied. A comparison of the use of the QCC concept in construction industry and production industry, supported with a sample of case studies, is also presented.

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