With the lunching of the Excellent Work Culture Movement in 1989, the Government places great emphasis on the roles to be played by both the Management and the employees in improving quality in Government departments /offices. For this purpose, the Government encourages the establishment of Work Teams at the Officer-level and QCC with membership from employees in the C & D categories to solve problems at the Work place. | GOVERNMENT OF MALAYSIA Development Administration Circular No. 7 of 1991 GUIDELINES ON QUALITY CONTROL CIRCLES QCC IN The public service Prime Minister s Department Malaysia 1 July 1991 Circulated to Secretaries General of Ministries Heads of Federal Departments Heads of Federal Statutory Bodies Hon. State Secretaries Local Government Authorities OBJECTIVE 1. This Circular contains guidelines on the implementation of Quality Control Circles QCC in the Public Service. The guidelines on the Implementation of Quality Control Circles in the Public Service is in the Appendix to this Circular. QUALITY MANAGEMENT THROUGH QCC 2. With the lunching of the Excellent Work Culture Movement in 1989 the Government places great emphasis on the roles to be played by both the Management and the employees in improving quality in Government departments offices. For this purpose the Government encourages the establishment of Work Teams at the Officer-level and QCC with membership from employees in the C D categories to solve problems at the Work place. 3. The contributions of both the Management and also the QCC members in problem solving and improving productivity as well as quality are important in the Government s efforts towards Total Quality management in the Public Sector. 4. This Circular is effective from the date of its issue. TAN SRI DATO SRI AHMAD SARJI BIN ABDUL HAMID Chief Secretary to the Government Appendix To Development Administration Circular No. 7 of 1991 GUIDELINES ON QUALITY CONTROL CIRCLES QCC IN THE PUBLIC SERVICE CONTENTS I. OBJECTIVE II. THE CONCEPT OF QCC a Definition b Philosophy c Objective d Basic Principles of QCC e Benefits from QCC III. IMPLEMENTATION OF QCC a Structure of QCC b Training c Recognition System d Factors Leading To the Successful Implementation of QCC IV. WORK IMPROVEMENT PROCESS a Steps Involved In Implementation of QCC b Conducting Meetings V. PROBLEM-SOLVING TECHNIQUES a Brain-storming b Cause-Effect Analysis c Check Sheets d Pareto .
