Effective Practices for Implementing Quality Control Circles Aligned with ISO Quality Standards: Insights from Employees and Managers in the Food Industry

Abstract

Quality control circles (QCCs) are a proven method for fostering continuous improvement through employee involvement. However, the implementation process and organizational impact of QCCs in the food industry remain underexplored. This case study evaluates the implementation of QCCs by examining the benefits and challenges perceived by employees and managers, assessing QCC alignment with ISO standards, and providing actionable recommendations to optimize QCC implementation. Using a mixed-methods approach, the employee findings indicate that QCCs promote continuous improvement, enhance productivity, foster a positive culture of quality, and strengthen engagement and responsibility for product and process quality. Employees felt that their ideas were valued and that they received constructive feedback from leadership. However, they also identified challenges related to training and resource availability. From a managerial perspective, the ISO diagnostic tool revealed a 78.28% compliance rate with the QCC program planning, quality procedures, action plans, quality management system alignment, and documentation. Non-conformities included insufficient monitoring solutions, absence of effectiveness indicators, lack of risk assessments, and insufficient resources. Although managers acknowledged benefits such as improved engagement and communication, challenges such as limited human resources, high demand, and resistance to change were also noted. This paper concludes with recommendations for enhancing future QCC cycles and for creating a structured implementation process.

1. Introduction

The competitive environment in today’s market drives organizations to outperform competitors by better understanding and satisfying customer needs [1]. To remain competitive, organizations must strive for continuous improvement in the quality of their products, services, and processes, ultimately pursuing organizational excellence [2,3]. Quality, in this context, refers to the ability to meet or exceed customer expectations, while continuous improvement is a core principle of quality management systems (QMSs) that fosters sustained progress across organizational activities [4]. Achieving sustained quality over time requires methodologies that engage all levels of the organization. One such methodology is the quality control circles (QCC) technique.

Developed by Kaoru Ishikawa in the 1960s and originating in Japan, QCCs have gained widespread popularity due to their focus on collaboration and group work [5]. This approach empowers employees to propose improvements, implement changes, and collaboratively solve organizational challenges [6]. While QCCs are mainly implemented in the industrial [1,2,7,8,9] and healthcare sectors [5,10,11,12], their applications have also been extended to other emerging fields, such as education [13], the construction industry [14], and green processes [15]. However, evidence of QCC implementation in the food industry is scarce, with limited details on its specific processes, benefits, and challenges. Additionally, limited attention has been paid to the perspectives of employees and managers involved in QCC programs, highlighting the need for further investigation.

Research has demonstrated the broad benefits of implementing QCCs across various industries, focusing on both organizational and employee-related outcomes [7,10,11,13,14]. QCCs significantly enhance operational efficiency, leading to improved organizational performance while minimizing negative outcomes [11,14]. They contribute to higher product and service quality, increased customer satisfaction, and cost reductions by improving work processes and reducing errors [7,11,14]. On an employee level, QCCs foster motivation, engagement, and morale, fulfilling employee needs and supporting cultural development within organizations [10,14]. They also foster teamwork and creativity by providing a platform for innovative problem-solving [7]. Furthermore, QCCs enhance psychological well-being, promote professional development, and improve workplace performance [12].

Despite these advantages, challenges remain in effectively managing QCC projects within organizations. Resistance to change and the organizational culture can significantly influence the acceptance and success of QCCs initiatives [8,10]. Additionally, sustaining QCCs over time proves difficult due to the resource-intensive nature of these programs, particularly in terms of time and effort [16]. Maintaining initial enthusiasm and high engagement levels is also challenging, often leading to stress and pressure being placed on management [6]. Moreover, the complexity of implementation can be a barrier, especially in large or intricate organizational structures [16]. Without strong employee engagement and committed management, QCCs are likely to fail or fall short of their expected outcomes [6]. However, further exploration is needed to better understand the specific challenges involved.

QCCs can support QMSs and the implementation of ISO standards by fostering continuous improvement within organizations [4]. However, there is a lack of studies exploring the connection between QCC applications and ISO quality standards. It remains unclear whether QCC implementation directly aids in meeting ISO standards and contributes to sustained improvements in the organization’s quality systems. Additionally, most existing studies either focus on the general benefits and challenges of QCCs or outline basic implementation steps with limited industry-specific insights [5,7,17]. This gap in research must be filled with experience-based recommendations that can guide organizations in successfully implementing QCCs within their specific contexts.

This study investigates the implementation of QCCs in the food industry, with a focus on identifying the perceived benefits and challenges from the perspectives of employees and managers. This research also examines how QCC initiatives contribute to compliance with ISO 9001 [18] and ISO 9004 [19] standards and their role in supporting continuous improvement within an organization’s quality management system. Using a case study of a food industry company in Northeast Brazil with significant experience in QCC implementation, this study identifies industry-specific best practices that can inform the development of a practical and actionable process for QCC implementation in other organizations. The contributions of this study lie in providing detailed insights into practical QCC implementation, offering guidance for both food industry companies and others seeking to implement QCCs effectively, thereby fostering continuous improvement within organizations.

The paper is organized as follows: Section 2 presents a literature review of QCCs, the Plan–Do–Check–Act (PDCA) cycle, and relevant ISO standards. This is followed by Section 3. The subsequent Section 4 provides insights from both employee and program manager perspectives, discusses ISO compliance, highlights best practices, and proposes improvements to the QCC process for practical implications and insights. Finally, the conclusion summarizes the key findings, outlines the study’s limitations, and offers recommendations for future research.

2. Literature Review

2.1. Quality Control Circles

Quality control circles (QCCs) are a powerful tool for achieving continuous improvements in production processes, emphasizing the critical role of employee engagement [6]. By fostering collaboration, innovation, and a culture of quality, QCCs promote organization-wide improvements, enhance process flexibility, and contribute to product development [20]. QCCs enhance operational efficiency by developing initiatives to improve product and service quality, ultimately leading to increased customer satisfaction [7,10,13]. They also reduce costs by streamlining work processes, addressing inefficiencies, and minimizing errors [7,11,14]. These initiatives not only enhance operational efficiency but also align with organizational goals, creating a sustainable path toward excellence [11].

At the employee level, QCCs enhance employee motivation, engagement, and morale while fostering teamwork, creativity, and cultural development [10,14]. They also support professional growth, improve workplace performance, and contribute to psychological well-being [12]. Additionally, QCCs contribute to organizational learning by systematically capturing and documenting improvements within management systems, such as quality, environment, safety, and risk management [21].

The concept of QCCs originated in post-World War II Japan, emphasizing productivity and quality improvements through employee involvement, as advocated by experts such as Deming and Juran [13]. Further developed in the 1960s by Kaoru Ishikawa under the Japanese Union of Scientists and Engineers (JUSE), QCCs aimed to encourage voluntary contributions from groups of employees, fostering their active participation in quality initiatives [5]. Significant contributions from Benzaemon Inoue and Sumitomo Electric Industries (SEI) were instrumental in establishing QCCs as a global practice, with SEI pioneering the use of suggestion systems and employee participation as standard quality management practices [22]. These efforts ultimately transformed QCCs into a widely adopted tool across industries worldwide.

QCCs consist of small groups of employees, often from the same department or cross-functional teams, who meet regularly to identify, analyze, and solve problems related to processes, products, or services [5]. Typically comprising 3 to 12 members, the sizes of these circles vary based on the organization’s needs and preferences [17]. Members dedicate part of their weekly work hours to analyzing problems and developing solutions, which are implemented once approved [5]. Each circle is facilitated by a supervisor who acts as the group’s coordinator or monitor and by people in designated roles, such as a leader, secretary, and general team members [9]. To ensure effective collaboration, it is essential that all members clearly understand their roles and responsibilities within the group [13].

This method is simple, flexible, and adaptable to any organization [17]. Participation is voluntary, with the intrinsic motivation for both employees and organizations stemming from a desire to learn and improve [6]. A distinguishing feature of QCCs is their focus on enhancing the control and management of elements directly interacting with the production system while encouraging the self-development of employees [6]. Additionally, QCCs offer several benefits, including increased employee engagement, enhanced problem-solving skills, improved communication, stimulation of creativity, promotion of self-control, prevention of failures, and a sustained emphasis on quality [11].

The problem-solving process in QCCs follows a structured sequence of steps [13]. Initially, during the problem collection phase, groups both compile and rate workplace issues based on team-defined criteria. Then, in the selection phase, problems are prioritized, with preference often being given to manageable issues that yield quick results. Problem analysis involves identifying cause-and-effect relationships using factual data and analytical tools to uncover the root causes. The solution phase focuses on group discussions, problem-solving techniques, and collective expertise to reach a consensus on the most effective solution. Recommendations are then presented to the management and peers to secure approval and motivate participation. Finally, the implementation, review, and follow-up phase involve executing the solution, monitoring outcomes, and making adjustments to ensure sustained improvements.

Despite the benefits of QCCs, various factors can impede their successful integration into an organization. Employees may resist change due to uncertainty about the initiatives, attachment to established habits, and a lack of proper training to fully understand the changes [8,10]. The success of this methodology relies on the commitment of employees at all levels, with strong support from the top management. However, its effectiveness can be influenced by the organizational structure, as multiple layers of authority often complicate communication and implementation processes [6,10]. Moreover, sustaining these programs over time presents a significant challenge, as they require considerable resources in terms of time and effort [16]. Initial enthusiasm and motivation often wane over time, making it difficult to maintain long-term engagement and commitment [6].

2.2. Continuous Improvement Approach: PDCA

Kaizen, derived from two Japanese words meaning “continuous improvement”, is a philosophy that emphasizes ongoing efforts to enhance processes and standards within an organization [23]. This commitment to continuous improvement is essential for achieving quality excellence and staying competitive in a highly dynamic market [3]. Among the various strategic improvement approaches, the most widely adopted include Total Quality Management (TQM), the ISO 9000 series standards, Six Sigma, lean practices, Business Process Reengineering (BPR), and business excellence models [24]. While each of these approaches offers distinct advantages and their adoption varies across industries and countries, both TQM and Six Sigma place a strong emphasis on continuous improvement [25].

Although these two methodologies share a commitment to continuously enhancing organizational performance, they differ in their focus and execution. TQM primarily targets customer satisfaction and engages all employees in quality initiatives, using analytical and quality tools to drive continuous improvement [25]. In contrast, Six Sigma focuses on reducing process variability through advanced statistical tools and methodologies, relying on trained specialists with statistical expertise [26]. Despite these differences—particularly in terms of their holistic nature and employee involvement—both methodologies share a common commitment to problem-solving through a systematic process [25].

This is reflected in their use of the Plan–Do–Check–Act (PDCA) management cycle, also known as the Deming Wheel or Deming Cycle [11]. TQM adopts the PDCA framework to achieve consistent processes, while Six Sigma applies more structured variations of this principle, such as Define–Measure–Analyze–Improve–Control (DMAIC) for incremental improvements and Define–Measure–Analyze–Design–Verify (DMADV) for developing new processes or products [25]. However, both approaches, rooted in Deming’s vision, leverage this systematic process to drive organizational excellence.

The PDCA cycle comprises four stages [27]:

• Plan: Identify a problem or area for improvement, set objectives, and develop a detailed action plan to achieve desired outcomes.
• Do: Implement the plan on a small scale, testing the proposed solutions or changes.
• Check: Evaluate the results by comparing them against the objectives to determine whether the changes were effective.
• Act: Based on the evaluation, standardize successful changes or refine the plan further before broader implementation.

The PDCA cycle helps organizations ensure that improvements are data-driven, repeatable, and aligned with their goals [28]. Although commonly associated with TQM, its simplicity and effectiveness have made it one of the most widely used tools in continuous improvement initiatives worldwide [25]. Furthermore, PDCA serves as a foundational principle in various other methodologies [29]. Within the context of quality control circles (QCCs), the PDCA cycle serves as a structured approach for analyzing problems, proposing solutions, and systematically implementing changes to enhance productivity and operational efficiency [11]. This iterative process not only ensures consistency in achieving desired outcomes but also fosters a culture of continuous learning and innovation within organizations.

In the food industry, TQM initiatives using the PDCA framework are more widely accepted and applied than Six Sigma approaches for continuous improvement [26]. This is due to the sector’s specific context, where food safety, hygiene practices, and customer satisfaction are critical [29]. In such settings, rigid methods designed to reduce errors to zero, like those used in Six Sigma, may not be feasible due to time constraints and the nature of food production [26]. Additionally, the statistical complexity of Six Sigma tools can pose challenges for adoption, particularly in small- and medium-sized enterprises (SMEs) with limited resources or less advanced data practices [25,26]. Therefore, the PDCA approach is more suitable for continuous improvement in this industry context.

2.3. Quality Management Systems and ISO Standards

A quality management system (QMS) is a framework of actions designed to guide the quality control of organizational processes, encompassing planning, assurance, control, and continuous improvement [30]. A system can be defined as the integration of interconnected elements working together to achieve a common goal [31]. In this context, a QMS consists of a structured set of elements and activities aimed at ensuring the proper execution of processes and outputs while striving to enhance customer satisfaction [32]. It is a vital tool for standardizing process control and fostering continuous improvement.

The implementation of a QMS within an organization leads to operational enhancements, such as time optimization, increased efficiency, and cost reductions, all of which contribute to customer satisfaction [33]. The primary objective of a QMS is to ensure compliance with the requirements of governmental, regulatory, and internal standards [4]. Additionally, it seeks to address customer needs, elevate their satisfaction, promote a process-oriented approach, guarantee continuous improvement, and assess both the efficacy and performance of processes while monitoring customer satisfaction [34].

Given the necessity of ensuring quality in organizations, the International Organization for Standardization (ISO) developed the ISO 9000 series, which establishes guidelines and principles for quality management applicable to all products across various industries, regardless of their specific characteristics [30]. Within this series, ISO 9001 outlines the requirements for implementing a QMS, focusing on process optimization and continuous improvement [32]. The certification instills confidence in clients that the products and services meet established quality standards. Another notable standard in this family is ISO 9004, which offers guidance for enhancing organizational performance beyond the requirements of ISO 9001.

An essential aspect of ISO standards lies in their foundation for designing, evaluating, implementing, and verifying quality assurance systems [30]. In particular, the ISO 9004 guidelines contribute significantly to achieving sustainable success by complementing the requirements of ISO 9001 and fostering a culture of continual improvement [35]. These standards promote a proactive approach to continuous improvement by integrating quality management practices at all organizational levels, fostering innovation and resilience.

In the food industry, management standards are essential for ensuring quality and food safety [36]. ISO certification is linked to various benefits, such as enhanced competitiveness and increased export opportunities, as it fosters innovation [37]. Aligned with global criteria, the ISO standards provide a systematic approach that spans all stages of food production. Previous research has shown that, on average, ISO-certified companies achieve a higher rate of asset turnover compared to their non-certified counterparts [38]. Additionally, ISO 9001 has a more significant impact on the export performance of food manufacturing firms compared to non-food sectors [37]. Given these advantages, ISO certification presents an attractive and valuable solution for organizations in the food industry seeking to improve their processes and global competitiveness.

3. Methodology

This study adopts a case study methodology to explore the implementation and impact of quality control Ccircles (QCCs) within a food industry organization. This approach facilitates an in-depth and detailed examination of a specific case within a real-world context [39]. Accordingly, the organizational background and the details of the QCC process under investigation are thoroughly described, followed by perspectives from the employees and the program management.

3.1. Case Study Context

The food company was established in 2014, specializing in cookie and biscuit production. It operates on five production lines, offers 140 products, and boasts an impressive production capacity of 42,000 tons per year. Situated in the state of Pernambuco in northeastern Brazil, the company primarily serves the local northeastern market while also supplying the national market as demand rises. Currently, the company implements the ISO 9001 standard. However, the implementation of QCCs has been in place since 2017, making it a mature technique with extensive experience that can be applied within an organization.

The company’s organizational dynamics are influenced by the cultural context in which it operates. Brazilian society exhibits a marked deference to hierarchy, shaping the company’s preference for structure and well-defined rules. Individuals place greater value on traditions and achieving quick results rather than focusing on long-term planning. Additionally, an emphasis on cohesive groups fosters a balance between personal success and quality of life, with a strong appreciation for socialization and leisure and an optimistic, gratification-oriented outlook [40].

3.2. Employee Study

This study collected data from employees who participated in the most recent QCC cycle to assess its impact on the organization and identify the associated benefits and challenges. A survey was chosen as the appropriate method for gathering insights from participants [41]. The survey consisted of six questions aimed at understanding employees’ perspectives on QCCs’ influence on continuous improvement, productivity, quality culture, employee engagement, feedback, recognition, and accountability. Responses were recorded on a 5-point Likert scale (1—Totally Disagree to 5—Totally Agree), and data analysis involved the use of descriptive statistics to summarize the findings. Additionally, the Kruskal–Wallis test was employed to assess statistically significant differences in responses based on gender. This non-parametric method was chosen because of its suitability to the nature of the data and sample size [42]. Two open-ended questions were also included to gather employees’ views on the benefits and challenges of QCC. These responses were analyzed using thematic analysis as follows: transcription, keyword identification, labeling, categorization, theme development, and reporting [43]. The final sample comprised 44 employees who voluntarily participated in the last QCC cycle.

3.3. Management Study

This study assessed management’s perceptions of the organization’s compliance with ISO standards related to QCCs based on the ISO 19011 guidelines for auditing management systems [44]. A semi-structured interview was conducted using an ISO diagnostic tool in the form of an auditing checklist. This tool facilitated the evaluation of compliance with the ISO 9001 and ISO 9004 standards, focusing on continuous improvement. The interview consisted of 23 questions organized into eight themes: planning and structure, procedures and processes, analysis and improvement, engagement and communication, learning and risk, resource management and support, integration with the quality management system, and documentation and records. Responses were categorized as either compliance or non-compliance, with each item being assigned a binary value of 1 for compliance or 0 for non-compliance. The overall compliance rate was determined by calculating the proportion of compliant items relative to the total number of checklist items. This method provides a clear, quantifiable assessment of the organization’s adherence to the standards. Additionally, the manager answered two open-ended questions regarding the benefits and challenges of the QCC program. These responses were analyzed using thematic analysis, following the same approach applied to employee data [43].

Table A1. Clauses and subclauses of ISO standards related to QCC.

Theme	Clause/ Subclause	Description	Item
Planning and Structure	9001:2015 5.1.1	Top management shall demonstrate leadership and commitment with respect to the quality management system by (d) ensuring that the quality policy and quality objectives are established for the quality management system and are compatible with the context and strategic direction of the organization.	The QCC objectives are clearly defined and aligned with the company’s objectives.
	9001:2015 7.1.2	The organization shall determine and provide the persons necessary for the effective implementation of its quality management system and for the operation and control of its processes.	QCCs have a defined structure, including member roles and responsibilities.
	9001:2015 7.2	The organization shall, (c) where applicable, take actions to acquire the necessary competence and evaluate the effectiveness of the actions taken.	QCC members have received adequate training on the methodology.
Procedures and Processes	9001:2015 8.5.1	The organization shall implement production and service provision under controlled conditions. Controlled conditions shall include, as applicable, (b) the availability and use of suitable monitoring and measuring resources.	QCCs use quality control methodologies and tools effectively.
	9001:2015 7.5	The organization’s quality management system shall include (b) documented information determined by the organization as being necessary for the effectiveness of the quality management system.	There is adequate documentation of the processes and procedures used by the QCCs.
	9001:2015 8.6	The organization shall ensure documented information is available as evidence on the release of products and services. The documented information shall include (a) evidence of conformity with the acceptance criteria and (b) traceability to the person(s) authorizing the release.	The work processes of the QCCs are monitored and controlled according to documented procedures.
Analysis and Improvement	9001:2015 9.1.2	The organization shall monitor the customers’ satisfaction, which is determined by the customers’ perception of the degree to which their needs and expectations have been fulfilled. The organization shall determine the methods for obtaining, monitoring, and reviewing this information.	QCCs are effective in identifying and analyzing quality problems.
	9001:2015 8.3.1	The organization shall establish, implement and maintain a design and development process that is appropriate to ensure the subsequent provision of products and services.	There is a formal action plan to implement the actions proposed by the QCCs.
	9001:2015 10.2.1	When non-conformity occurs, including any arising from complaints, the organization shall (d) review the effectiveness of any corrective action taken.	The corrective and preventive actions recommended by the QCCs are implemented and monitored to verify effectiveness.
	9001:2015 9.1.3	The organization shall analyze and evaluate appropriate data and information arising from monitoring and measurement.	There is an evaluation system to measure the effectiveness of QCCs and the improvements resulting from their actions.
Engagement and Communication	9001:2015 7.3	Persons doing work under the organization’s control are aware of (c) their contribution to the effectiveness of the quality management system, including the benefits of improved performance.	Employees are engaged and actively participating in QCCs.
	9001:2015 7.4	The organization shall determine the internal and external communications relevant to the quality management system.	There is an effective flow of communication between QCCs and management.
			There is a recognition and reward system for the good performance of QCCs.
Learning and Risk	9004:2019 11.3.1	The organization should encourage improvement and innovation through learning. The inputs for learning can be derived from many sources, including experience, analysis of information, and the results of improvements and innovations. A learning approach should be adopted by the organization as a whole, as well as at a level that integrates the capabilities of individuals with those of the organization.	Top management practices learning about the implementation of QCCs based on group performance and recommendations from their members.
	9004:2019 11.4.3	The organization should evaluate the risks and opportunities related to its plans for innovation activities. It should give consideration to the potential impact on the managing of changes and prepare action plans to mitigate those risks (including contingency plans) where necessary.	Top management assesses risks and opportunities related to innovation planning when implementing QCCs.
			The results of innovation in the implementation of QCCs are critically analyzed in order to foster organizational learning and knowledge.
Resource Management and Support	9001:2015 7.1.1	The organization shall determine and provide the resources needed for the establishment, implementation, maintenance, and continual improvement of the quality management system.	QCCs are provided with the necessary resources to perform their activities effectively.
	9001:2015 5.1.1	Top management shall demonstrate leadership and commitment with respect to the quality management system by (g) ensuring that the resources needed for the quality management system are available.	There is visible and active support from top management for the implementation and operation of the QCCs.
Integration with the QMS	9001:2015 5.2.1	Top management shall establish, implement, and maintain a quality policy that (d) includes a commitment to continual improvement of the quality management system.	The QCCs are aligned with the company’s quality policy.
	9001:2015 4.4	The organization shall establish, implement, maintain, and continually improve a quality management system, including the processes needed and their interactions, in accordance with the requirements of this document. The organization shall determine the processes needed for the quality management system and their application throughout the organization and (b) determine the sequence and interaction of these processes.	QCCs work in integration with other areas and functions of the company to improve the quality of processes and products.
	9001:2015 9.3	Top management shall review the organization’s quality management system at planned intervals to ensure its continuing suitability, adequacy, effectiveness, and alignment with the strategic direction of the organization.	Top management conducts periodic reviews of the effectiveness of QCCs and their contributions to the quality management system.
Documentation and Records	9001:2015 7.5.2	When creating and updating documented information, the organization shall ensure appropriate (a) identification and description (e.g., a title, date, author, or reference number); (b) format (e.g., language, software version, or graphics) and media (e.g., paper or electronic); and (c) review and approval for suitability and adequacy.	Adequate records are maintained of QCC activities and results.
	9001:2015 7.5.3.1	Documented information required by the quality management system and by this document shall be controlled to ensure (a) it is available and suitable for use, where and when it is needed, and (b) it is adequately protected (e.g., from loss of confidentiality, improper use, or loss of integrity).	QCC documents and records are reviewed and updated as necessary to reflect changes and improvements.

in Appendix A provides a detailed overview of the clauses and subclauses of the ISO standards related to continuous improvement, as evaluated in this study.

4. Results and Discussion

4.1. QCC Process Description

Each year, a new QCC cycle begins, with volunteer employees being organized into groups of 5 to 7 members. The number of groups varies depending on the topics selected for each cycle. The most recent cycle included 23 groups. The QCC program benefits from strong commitment at all organizational levels, starting with the top management and extending to the leaders of each working group. Top management engages directly with the program manager, who, in turn, collaborates closely with group leaders. Additionally, department managers support the working groups through the guidance of a technical coordinator and facilitators, ensuring the success of the groups. The topics are defined by the top management and program manager based on performance indicators. Each month, a meeting is held to update these metrics, identifying improvement points that serve as themes for QCC activities. Generally, these themes are related to enhancing operational and sustainability indicators within the organization.

Within the groups, the roles include leader, secretary, helmsman, and floater. The leader conducts meetings, motivates the team, and guides actions based on the schedule. The secretary organizes meetings, prepares minutes, manages documentation, and supports the leader. The helmsman monitors meeting times, stays informed about program updates, and keeps the group updated. Floaters contribute to group actions and act as substitutes when members are absent. Each group member has defined responsibilities to prevent overload and ensure efficient task completion. Figure 1 illustrates the presence of QCCs within the organizational structure and hierarchy.

A cycle lasts approximately three months following the Plan–Do–Check–Act (PDCA) cycle method. Each group receives a standard worksheet to record planned actions, collected data, progress, and conclusions. The program manager reviews and updates this worksheet weekly to reflect the group’s advancements.

• Initial steps: The initial management steps involve recruiting activities and defining relevant topics. These topics are derived from management reviews, historical data, lessons learned from previous cycles, and internal suggestions. Voluntary groups are recruited and selected, followed by creating a project initiation folder that consolidates all this information.
• Plan: This phase lasts approximately two months due to the various steps involved. It begins with the formalization of groups, and this process is documented through a group certificate that includes the group’s name, members, roles, slogan, and team photos. This phase includes scheduling meetings to collect historical data (at least six months), perform on-site verification and validation, analyze available data, define and stratify the problem, identify causes and effects, and establish the project goal. Various analytical tools are employed during this stage, such as Pareto diagrams, time-series charts, win–loss analyses, brainstorming, the 5W2H method, fishbone diagrams, and consistency tests. Based on the analysis results, an action plan is developed to achieve the goal, and the plan’s schedule is formalized, marking the end of this phase. Notably, this phase involves continuous monitoring throughout its duration, along with self-evaluations to assess performance, stimulate self-critique, and reinforce the comprehension of the PDCA cycle.
• Do: This phase involves implementing the action plan, updating the schedule as needed to reflect ongoing activities or adjustments, and recording the results on the standard worksheet. The groups meet weekly for one hour in designated meeting spaces to advance their projects. Regular revision meetings or internal audits are held periodically as part of the monitoring process to evaluate progress, address execution challenges, and provide the necessary support during this phase.
• Check: Although periodic monitoring activities occur throughout all phases, the program manager oversees the progress at a macro level to evaluate the progress of all groups. This macro-level check includes reviewing the advancement and challenges faced by each group, inspecting and verifying planned activities on-site, collecting evidence of improvements, and creating control charts to visualize each group’s goal achievement progress.
• Act: Once the Do phase is completed, a final verification of the achievement of goals and expected results is performed. Standard worksheets are reviewed through self-evaluations, which help identify any remaining issues and standardize or update actions in standard operating procedures (SOPs). When standardization is implemented, all employees receive training on new or modified procedures, and a record of this training serves as evidence. Some groups may discontinue their work for various reasons. For instance, in the last cycle, out of the 23 groups, only 12 completed the cycle. The project folders of the groups were then archived by incorporating the lessons learned throughout the cycle. This phase concludes with a formal event in which groups present their projects to top management and department managers and outstanding performance is recognized through awards and acknowledgments. Even groups that do not complete the project are recognized with certificates acknowledging their participation in the QCC program.

Figure 2 illustrates the QCC process of the company.

As shown in Figure 2, the current QCC process in the case study aligns with the recommended practices for structuring QCCs within organizations, including team dynamics and member roles [5,17]. The problem-solving process follows general literature recommendations [13], integrating the PDCA cycle for continuous improvement [11,27] and reinforcing its application in the food industry [26]. Notably, the QCC group grew to 23 members, approaching the Mexican industrial sector average of 28, suggesting a trend toward increasing maturity [7]. Furthermore, top management support and a well-defined structure with clear responsibilities are evident, as suggested in the QCC literature for effective implementation [6,9,13]. Figure 1 highlights top management’s direct support, ensuring alignment across all levels, which demonstrates leadership and commitment to quality activities in accordance with ISO 9001 (Clause 5.1.1) [18]. Interesting aspects are personalization and social dynamics within QCCs, such as team slogans, photos, and group names. These elements contribute to workplace engagement and psychological well-being, further enhancing the benefits of QCC participation [12].

Despite these strengths, theme selection for QCC projects is primarily determined by top management and heavily based on performance indicators. While additional inputs are considered, such as historical data, lessons learned, and specific suggestions, the focus remains on operational and sustainability-related improvements. Although these priorities can lead to financial benefits, cost reduction, regulatory compliance, and market competitiveness, overemphasis on these areas may limit the holistic potential of QCCs. The literature suggests that theme selection should reflect company-wide needs [17]; however, the exclusion of administrative or other non-operational issues can hinder comprehensive organizational improvements. Another significant concern is the high dropout rate. In the last QCC cycle, only 12 of the 23 groups (52.2%) complete their projects, indicating a failure rate of 47.8%. This finding suggests that there are substantial obstacles to the QCC process. The following sections will explore these challenges in greater depth and identify potential areas for improvement.

4.2. Employees’ Perception of the QCC Program

The employee questionnaire collected information about their perceptions of the QCC program’s implementation and organizational impact. A total of 44 participants from the most recent QCC cycle completed the questionnaire. The sample consisted of an equal representation of men and women (50% each). The Kruskal–Wallis test shows no significant differences in responses between the sex groups for questions Q1 to Q6 (p > 0.05 for all questions), with negligible effect sizes (ε² < 0.01). These results suggest that gender does not significantly influence responses to these questions.

The evaluation of employee perceptions regarding the last QCC cycle reveals that most respondents agree that the program fosters the principle of continuous improvement within the organization (A1). They also acknowledge that the implementation of the QCC program contributes to increased productivity (A2) and positively influences the organization’s quality culture (A3). Additionally, the program is positively evaluated for enhancing employee engagement with organizational goals (A4). Respondents express that their voices are valued, and management feedback is considered adequate (A5). Furthermore, the program recognized for increasing employees’ sense of responsibility toward maintaining quality in both processes and products (A6). These positive perceptions are generally consistent, suggesting alignment among respondents with limited divergence.

These findings align with prior research that has identified QCCs as catalysts for continuous quality improvement (A1) and operational efficiency (A2) through enhanced processes [7,10,11,14]. However, reliance on perception-based data introduces a layer of subjectivity, as employee perceptions are influenced by individual experiences, expectations, and the environment [41]. This raises important questions about whether these perceived benefits are sustained over time and whether they extend beyond operational metrics to encompass broader organizational outcomes. In addition, evidence supports the notion that QCCs foster employee engagement (A4), quality-driven culture (A3), and employee accountability for processes (A6), especially when paired with appropriate feedback and recognition (A5) [6,7,11,20]. Although there is some indication that QCCs positively impact employee well-being, the relationship between QCCs and job satisfaction remains underexplored.

The employee feedback from this case study reinforces the idea that QCCs not only improve operational outcomes but also shape employee experiences and attitudes, particularly in the food industry. However, it is crucial to investigate whether these perceived benefits are equally distributed across different age groups because only gender was considered in the analysis of perceptions. Further exploration is needed to determine whether these benefits are sustained over the long term. Detailed descriptions of the participants’ responses are presented in

Table 1. Descriptive statistics of employee perception survey responses (n = 44).

Label	Description	Mean	Median	Mode	Min	Max	SD	χ2	df	p	ε2
A1	Continuous Improvement	4.59	5	5	4	5	0.497	0.367	1	0.544	0.008
A2	Productivity	4.41	4	4	3	5	0.542	0.210	1	0.647	0.005
A3	Quality Culture	4.16	4	4	2	5	0.608	1.011	1	0.315	0.023
A4	Employee Engagement	4.34	4	4	3	5	0.526	0.037	1	0.847	0.000
A5	Feedback and Recognition	4.07	4	4	2	5	0.728	0.066	1	0.797	0.001
A6	Employee Accountability	4.36	4	4	3	5	0.613	0.011	1	0.916	0.000

and Figure 3, which visually illustrate these findings.

Despite the apparent consensus and recognition of the positive impacts of the QCC program, employees were asked to share the difficulties and barriers they faced in their most recent experiences. A frequently cited barrier among employees is a lack of resources, particularly in terms of time and financial support. Time constraints are perceived as a significant challenge, with employees noting insufficient time to effectively conduct planned actions. Financial limitations have also been highlighted, as the available budget is often deemed inadequate to achieve the desired results or fully implement the projects. Prior research has highlighted the resource-intensive nature of QCCs initiatives [6,16]. In particular, the challenge of securing adequate financial resources for operations and incentives is a recurring issue in the literature, emphasizing the critical role of financial investment in the success of QCCs [12]. The findings of this study align with those in the literature on resource constraints, confirming that these challenges persist in practice. Although time limitations may be mitigated through improved management competencies in future cycles, the issue of financial resource allocation remains more challenging. This highlights the need to provide more robust evidence and clear financial justification to ensure necessary investment in the QCC program.

Another major barrier is the lack of training and knowledge, particularly regarding the tools and methodologies used during the program. Employees pointed out insufficient training routines, limited expertise among facilitators, and a lack of initial information, hindering their understanding of the program’s scope and objectives. These findings underscore the critical importance of comprehensive training to ensure the success of QCC programs. Previous research highlights training as a crucial element for the success of QCCs, with insufficient training often being cited as one of the primary reasons for the failure of these initiatives [8,10]. Furthermore, inadequate transmission of knowledge within an organization hinders organizational learning and restricts the overall impact of QCCs [21]. Surprisingly, this issue persists despite the organization’s considerable experience, highlighting a gap in the QCC training activities. The high dropout rates observed in the last cycle can be partially attributed to these training deficiencies, as employees may not fully grasp the program’s value or how to implement it effectively.

Resistance to change is also a recurring challenge, with difficulties in convincing departments to adopt new practices. This resistance, which is often influenced by organizational culture and structure, is a common challenge in QCC implementation [8,10]. However, as shown in Figure 1, department managers are believed to support QCC groups through technical coordinators and facilitators. It is assumed that the proposed projects align with departmental priorities, which, in theory, should facilitate their adoption. However, the difficulties reported in embracing changes may stem from inefficiencies in the indirect relationship within the QCC hierarchy, a lack of direct support, or insufficient communication channels. Implementing structured change management activities can help overcome these barriers and improve adoption [45].

Additionally, some internal organizational issues, such as challenges in team organization, have been mentioned, although they are not considered severe. Some participants note communication barriers, while a minority express that they do not face significant difficulties. Although these challenges are less frequently mentioned, issues related to group dynamics and communication can indicate underlying organizational inefficiencies that may impact the effectiveness of QCCs [16]. These signals should not be overlooked as they highlight potential areas for improvement in future cycles to enhance collaboration and overall program effectiveness.

Table 2. Categorization of the barriers encountered by employees during the QCC cycle.

Category	Comment
Lack of resources	Lack of resources and little time to carry out planned countermeasures.
	Investment and financial resources needed for improvements.
	Resources for development and deployment.
	Difficulty acquiring resources for effective results.
	Lack of resources, like more money, time, and people for implementation.
	Importance of time investment.
Team engagement and availability	Difficulty getting everyone on the team together for meetings.
	People being absent or unavailable due to production demands or sick leave.
	Lack of management organization for shop floor participation in meetings.
Training and knowledge gaps	Lack of training in basic tools like spreadsheets.
	Lack of understanding of methodologies like PDCA.
	Lack of training for facilitators.
	Not having the technical background before starting the project.
	Low level of team knowledge (paradigms).
Resistance to change	Resistance to adopting new procedures and customs.
	Difficulty convincing areas responsible for new processes.
	Barriers during implementation and understanding of the purpose.
Communication issues	Difficulties in interacting with stakeholders.
	Need for better communication and clarification for greater engagement.
Neutral/no difficulties	Neutral view on involvement.
	No difficulties faced or solved by the group itself.

provides a more detailed overview of the barriers that employees encounter during the implementation of the QCC program.

Employees have provided several suggestions to improve the QCC program’s effectiveness. A common recommendation is to extend the duration of the program cycles or to ensure that the cycles are conducted continuously and without interruption. Many employees emphasize the need for additional resources to enable the implementation of the proposed measures. Training is another key area of focus, with suggestions to enhance program-related training, particularly during the initial phases, to ensure the participants are well-prepared with the necessary tools and group development techniques. Follow-up and monitoring after cycle completion are also highlighted, as employees believe that ongoing oversight is crucial for achieving meaningful results. Organizational and structural improvements, including greater involvement of production-related personnel and better organization of groups, are suggested, which have been identified as challenges. Another recommendation is to improve communication visibility by more effectively disseminating program information to enhance employee engagement. Additionally, suggestions include improving company-provided incentives and motivation to encourage participation. Finally, some employees offer no specific suggestions or provide minor feedback.

Table 3. Categorization of the employees’ suggestions for improvements in the QCC cycle.

Category	Comment
Implementation and planning	Increase the implementation schedule and receive more support from management.
	At the end of each QCC cycle, the PDCA should be run again (continuous improvement).
Training and development	Detailed training via the methodology.
	Detailed training of the tool for all participants (leaders and others).
	Specific steps for QCC training.
	Improving the tool.
Resource allocation and management	It only requires financial investment.
	Put more qualified people in charge of auditing.
	Compliance with schedules and resources.
Review and follow-up	Follow-up after the project to ensure continuity of the actions implemented.
	It needs to be reviewed by staff with a different perspective.
	Over time, the project can gain even more visibility and better results.
Organization and structure	Involve more people from the productive sector for practical learning.
	Prevent the same employee from taking part in more than one QCC.
	Improvement in the organization of groups.
	There is always room to optimize an implementation.
Visibility and communication	Wider and clearer dissemination of QCC and improvement groups.
	Better planning with a more attractive sale of the project.
Motivation and incentives	The prize is leisure time with the winner’s family and access to a park.
Neutral or unclear	Neutral (no further elaboration provided).
	I can’t identify.
Minor adjustments	Basic adjustment.
	Small improvements in the implementation for the better adaptation of all.

provides a detailed overview of the comments and suggestions made by the employees.

4.3. Program Management Perception of the QCC Program

The program manager interview revealed a 78.26% overall compliance rate with the ISO requirements related to QCC implementation. This indicates that of the 23 listed requirements, 5 are not currently being met. These findings highlight areas where improvements are necessary to achieve full compliance. Specifically, in the “Analysis and Improvement” area, preventive and corrective actions are monitored indirectly through company indicators, with some topics lacking direct metrics for verification. While improvements are tracked, effectiveness verification is underdeveloped, relying on QCC groups to self-monitor and adjust as needed. These gaps in measurement and verification indicate potential blind spots in monitoring processes because no structured mechanisms exist to validate whether improvements are achieving their intended outcomes. To address this, a balanced monitoring system based on key performance indicators should be implemented, avoiding excessive controls and measurements that can complicate workflows and reduce QCC cycle efficiency [16].

In the “Learning and Risk” area, non-compliance is identified due to the lack of a structured risk assessment process, despite regular discussions of opportunities in meetings. This highlights the absence of standardized procedures for managing risks in innovation planning, which does not align with the ISO 9001 standard’s emphasis on risk-based thinking (Clause 11.4.3) [18]. To address this, a formal risk management framework should be integrated into quality efforts at both the operational and organizational levels [29]. Adopting a systematic approach to assessing risks and opportunities will strengthen the effectiveness and sustainability of QCC implementation. Finally, the “Resource Management and Support” area shows non-compliance due to insufficient resource allocation, reliance on personal equipment, and a lack of dedicated funding, hindering QCC effectiveness. These results highlight resource scarcity from the management perspective, a challenge also noted in the employee study, confirming that addressing resource constraints is critical. To enhance QCC implementation, dedicated resources and a structured support system, including equipment and financial provisions, are essential.

The management perspective, along with evidence from the audit checklist, provides valuable insights into the administrative challenges of the QCC program. This study confirms key deficiencies, including a lack of monitoring, the absence of risk assessment, and insufficient resource allocation for QCC initiatives. The absence of proper monitoring may be the root cause of several reported challenges, such as difficulties in communication, shortcomings in training, and organizational inefficiencies [8,10,16]. Moreover, the lack of structured monitoring mechanisms presents a significant risk as it limits the organization’s ability to assess the efficiency of the QCC program and make informed decisions about future investments. The absence of a risk assessment further compounds this issue, preventing the identification of potential financial and operational risks that can impact the organization [29]. Finally, non-compliance in resource allocation, as evidenced in the audit, reinforces employees’ concerns about resource constraints.

Given that the organization is in the process of adopting ISO 9001, addressing these gaps is crucial. QMS is committed to ensuring customer satisfaction [34], and the ISO standards emphasize the importance of monitoring processes to drive continuous improvement [35]. Establishing a systematic approach for integrating QCCs within the QMS framework, particularly in the food industry [36], can enhance program effectiveness. The findings of this study reinforce the qualitative insights from both employees and managers, highlighting how standardized quality frameworks can support the sustainability and impact of QCCs within an organization’s continuous improvement strategy.

Table 4. Compliance with the related clauses and subclauses of ISO standards.

Theme	Clause/ Subclause	Alignment with QCC	CP	Evidence
Planning and Structure	9001:2015 5.1.1	The QCC objectives are clearly defined and aligned with the company’s objectives.	1	The objectives are described in the program’s presentation and are directly based on the company’s indicators results, which, in turn, are related to the company’s strategic planning.
	9001:2015 7.1.2	QCCs have a defined structure, including member roles and responsibilities.	1	In addition to the program structure, there is a formal structure of groups and their responsibilities. This information is made available to the improvement groups.
	9001:2015 7.2	QCC members have received adequate training on the methodology.	1	All facilitators and leaders receive training in the methodology and are multipliers of knowledge to their respective groups.
Procedures and Processes	9001:2015 8.5.1	QCCs use quality control methodologies and tools effectively.	1	The groups undergo audits during implementation, of which one of the objectives is to adjust and guide the use of the tools. Therefore, at the end of the cycle, the use proves to be effective.
	9001:2015 7.5	There is adequate documentation of the processes and procedures used by the QCCs.	1	There is a standard implementation schedule spreadsheet used by all the groups.
	9001:2015 8.6	The work processes of the QCCs are monitored and controlled according to documented procedures.	1	During the implementation schedule, there are audits to check and monitor the work processes as established.
Analysis and Improvement	9001:2015 9.1.2	QCCs are effective in identifying and analyzing quality problems.	1	The audits also serve to guide the identification and analysis of the problems listed by the groups.
	9001:2015 8.3.1	There is a formal action plan to implement the actions proposed by the QCCs.	1	There is an action plan structure within the standard spreadsheet provided.
	9001:2015 10.2.1	The corrective and preventive actions recommended by the QCCs are implemented and monitored to verify effectiveness.	0	Actions are monitored indirectly through company indicators. Not all topics have a direct indicator for this verification.
	9001:2015 9.1.3	There is an evaluation system to measure the effectiveness of QCCs and the improvements resulting from their actions.	0	The improvements are monitored through the indicators, and the effectiveness check is not yet well developed; however, the groups themselves monitor their results so that adjustments can be made as necessary.
Engagement and Communication	9001:2015 7.3	Employees are engaged and actively participating in QCCs.	1	The participation rate of the groups during the schedule is monitored. In the last cycle, the groups achieve a participation rate of over 60%.
	9001:2015 7.4	There is an effective flow of communication between QCCs and management.	1	The audits are used to give feedback to the groups, and the results of the forms are sent to the managers. Communication media are also used to promote this flow of communication.
	9001:2015 7.4	There is a recognition and reward system for the good performance of QCCs.	1	Each cycle has a different reward system. All participants receive certificates, and the two best groups receive a technical visit.
Learning and Risk	9004:2019 11.3.1	Top management practices learning about the implementation of QCCs based on group performance and recommendations from their members.	1	There is a practice of top management learning based on the performance of the groups. When these groups achieve and improve performance indicators, such as setup and scan time reduction, the company revises the standards, considering the new targets achieved.
	9004:2019 11.4.3	Top management assesses risks and opportunities related to innovation planning when implementing QCCs.	0	Opportunities are regularly discussed at meetings, but there is no formal, structured risk assessment.
	9004:2019 11.4.3	The results of innovation in the implementation of QCCs are critically analyzed in order to foster organizational learning and knowledge.	1	All results are monitored by indicators, and they evolve through performance and group participation.
Resource Management and Support	9001:2015 7.1.1	QCCs are provided with the necessary resources to perform their activities effectively.	0	Resources such as laptops are not provided directly (as it is understood that at least one of the members has one). Nor is there a fee for the groups to carry out the improvements. All the necessary costs are included in each sector’s cost center.
	9001:2015 5.1.1	There is visible and active support from top management for the implementation and operation of the QCCs.	0	There are still difficulties in providing resources.
Integration with QMS	9001:2015 5.2.1	The QCCs are aligned with the company’s quality policy.	1	The company’s quality policy involves the following topics 1—Complying with legislation and process requirements 2—Partners/suppliers as an integral part 3—Continuous evaluation 4—Attitudes and values 5—Customer satisfaction Therefore, it is understood that the QCCs meet all five requirements described in the company’s quality policy.
	9001:2015 4.4	QCCs work in integration with other areas and functions of the company to improve the quality of processes and products.	1	In essence, the groups are cross-sectoral, and the members are chosen strategically so that different areas that impact the subject can contribute to the proposed improvement.
	9001:2015 9.3	Top management conducts periodic reviews of the effectiveness of QCCs and their contributions to the quality management system.	1	At the end of each cycle and implementation, meetings are held to discuss the results. Therefore, revisions are made.
Documentation and Records	9001:2015 7.5.2	Adequate records are maintained of QCC activities and results.	1	The records of the groups during implementation are kept in virtual folders, and there is also a record of the history of implementation over the years in the company.
	9001:2015 7.5.3.1	QCC documents and records are reviewed and updated as necessary to reflect changes and improvements.	1	Every cycle is reviewed and evaluated based on the results obtained and the performance/engagement of the groups so that improvements can be proposed and implemented.
Compliance rate			78.26%

describes the details of the compliance and provides evidence for each item.

The interview included two open questions regarding the difficulties and opportunities of managing QCCs from the perspective of those who manage the program. The program manager identified three main challenges: (1) insufficient personnel for implementation, with only two individuals managing a large number of groups; (2) challenges at the start and end of cycles, including prioritizing critical problems, defining themes, and preparing for presentations, which involve cost calculations and participant selection; and (3) employee resistance to change. Improvements in resource allocation and organizational management are acknowledged, along with the resistance to change that is expected during the execution of QCC cycles [8,10,16]. Despite the organization’s experience, these challenges remain difficult to overcome. Resistance and evasion are natural when individuals face changes in their environment [12]. Sustaining long-term engagement in QCC initiatives is an additional challenge [6]. However, managing these issues is essential because of the frequent QCC cycles and dynamic nature of the external market environment. Effective change management strategies, including clear communication, a strong culture, and proper support and training, can help mitigate obstacles and ensure smoother transitions [45]. Opportunities for improvement have also been identified during the interview. The implementation now involves two cycles per year (2024.1 and 2024.2) rather than just one. The restriction limiting the role of facilitators to supervisors has been removed, allowing individuals from other areas, provided they meet the required training, to serve as facilitators. Future plans include adapting the standard worksheet to better meet each group’s needs, ensuring more effective reporting of results.

4.4. Practical Insights for Enhancing the QCC Process

Based on the study findings, several actionable insights for improving the QCC process have been identified:

• Training and knowledge transfer: Effective training is crucial for the success of QCCs [10,12]. The case study, reflecting employee perspectives, highlights training as a critical issue for participants. Currently, only leaders and facilitators undergo training, with the expectation that they will transfer this knowledge to their respective groups. However, the results indicate significant deficiencies in this transfer of knowledge and inadequate performance of this responsibility. Since facilitators’ abilities and attitudes are pivotal to the effectiveness of QCC activities [10], organizations should implement comprehensive leadership training for leaders and facilitators, ensuring they have the necessary skills to train their teams. Continual improvement initiatives contribute to organizational learning and enhance knowledge when effectively integrated into management systems [21]. To support this, structured knowledge dissemination systems should be established, including scheduled training sessions and formal participation records. Furthermore, continuous monitoring is essential to ensure that all team members can proficiently apply the tools introduced during training.
• Resource allocation: Resource limitations are a well-documented challenge in the effective implementation of QCC initiatives [15]. In this case study, many solutions proposed by the QCC groups involve acquiring materials or equipment; however, budget constraints often impede their execution. This issue arises because costs are allocated to specific areas, and some areas lack the flexibility to fund projects that are not included in their initial budgets. Additionally, practical limitations, such as insufficient access to computers for group meetings, further hinder the documentation and progression of activities. To overcome these challenges, organizations should establish a dedicated budget for QCC-related projects, allowing for flexibility in funding unplanned activities. When additional resources are not feasible, organizations can explore more cost-effective solutions or optimize the use of existing resources, ensuring that group activities are not hindered by logistical constraints.
• Flexibility in QCC cycle duration and frequency: Proper time management is crucial for the successful implementation of quality control circle (QCC) initiatives [12]. Adjustments in the latest cycle of the case study include increasing the number of cycles from one to two per year, and suggestions are made to extend the duration of the final cycle beyond the usual timeframe. While some projects benefit from existing data, others require extensive data collection, which can extend project timelines. Additionally, the availability of team members for QCC activities is often limited due to other work demands. To address this, organizations should support effective timeline planning and allow flexibility based on the nature and priority of ongoing projects, as well as the need for periodic reviews and adjustments. For instance, in this case, extending the QCC cycle duration from three to five or six months is necessary. This extension will allow sufficient time for data collection, analysis, and solution implementation, ensuring a more thorough and effective process. Allocating and protecting dedicated time for QCC activities enables teams to concentrate on continuous improvement without the distractions of daily operational demands.
• Auditing and monitoring improvements: A key issue identified in the case study is the lack of adequate monitoring and verification mechanisms, which directly impacts the success of QCC efforts and their alignment with the QMS, particularly concerning ISO 9001 compliance. To overcome this challenge, organizations should focus on refining their auditing and monitoring processes. Audits should be strategically planned, ensuring that auditors have sufficient knowledge of the areas or projects being evaluated [35]. Providing additional training for auditors can significantly enhance their ability to accurately assess group activities and provide constructive feedback. Furthermore, monitoring mechanisms should be adapted to the specific needs of each project cycle, with flexible verification systems that can be adjusted based on lessons learned from previous cycles. This approach will help ensure that the expected goals and outcomes are consistently achieved.

Building on these results, the QCC process outlined in Figure 4 emphasizes enhancements at each step, aiming to establish a flexible and adaptable framework suitable for diverse organizational contexts.

4.5. Best Practices and Proposal for the Improved QCC Process

Leveraging the extensive experience of the case study, along with insights from employees and program managers, it is possible to identify best practices in the implementation of the QCC process that can be generalized to other companies, regardless of their size or sector. These are as follows:

1.

Establish clear objectives and guidelines

Setting specific goals is essential to ensuring the effectiveness of QCC activities, as it helps prevent failures and reduces the risk of negligence [10]. To ensure the success of QCC activities, organizations should define clear, specific objectives aligned with strategic priorities. Providing detailed guidelines, including roles, responsibilities, and expected outcomes, enhances team focus and minimizes inefficiencies, regardless of the cultural context. This structured approach ensures clarity and accountability across all organizational levels.

2.

Provide comprehensive training

A well-designed training program ensures that QCC members acquire the necessary knowledge and skills [5]. All team members should be trained in methodologies, tools, and objectives to foster widespread understanding. Consistent provision of skill enhancement opportunities and ongoing guidance is crucial for maintaining competence and facilitating adaptability to evolving challenges.

3.

Ensure adequate resource allocation

The provision and efficient utilization of resources are crucial for the successful development of QCCs [15]. To ensure effectiveness, it is important to allocate a dedicated budget for QCC activities, covering essential items such as materials, equipment, and software tools. Providing accessible infrastructure, such as meeting spaces and digital tools, promotes efficient execution, making this practice universally applicable to organizations operating in diverse environments.

4.

Recognize and reward participation

Inadequate incentives and rewards can adversely affect both organizational and individual performance [10]. Implementing a well-structured reward system that emphasizes both material and non-material incentives highlights the importance of contributions to QCC activities. This fosters motivation and engagement by adapting recognition practices to align with cultural values and reward preferences.

5.

Plan and monitor projects strategically

Effective QCC implementation requires a structured timeline with clearly defined milestones. Regular progress monitoring enables teams to adjust their strategies in response to emerging challenges, ensuring that the process remains goal-oriented and adaptable to evolving needs. The frequency and duration of monitoring should be flexible, tailored to the specific requirements of the organization.

6.

Standardize the use of tools

Promote the consistent use of quality improvement tools across teams to enhance efficiency and accuracy. Providing standardized templates or digital platforms tailored to organizational needs simplifies processes and ensures accessibility for diverse teams. Computer-based software can further support standardization by structuring underlying variables, enabling the consistent application of tools, and facilitating data-driven decision-making [6].

7.

Integrate cross-functional teams

Engaging employees in problem-solving through QCCs fosters cross-functional collaboration, enhancing synergy and creativity, which leads to more effective and innovative solutions [17]. Engaging diverse departments fosters synergy, supports knowledge sharing, and broadens team members’ skills. Periodic team rotation can further encourage continuous learning and development. However, the effectiveness of cross-functional teams depends on the organizational structure and governance.

8.

Conduct effective audits and evaluations

Ensure that auditors possess the necessary expertise in the areas they assess by providing them with comprehensive training and relevant background information. Additionally, implement adaptable verification systems that can align monitoring activities with the specific needs of each project cycle, ensuring a more targeted and effective evaluation process.

9.

Use knowledge to drive continuous improvement

Continuous improvement facilitates organizational learning when systematically documented within management systems [21]. QCC teams should be encouraged to systematically document the lessons learned, challenges encountered, and best practices discovered at the conclusion of each cycle. This practice ensures that valuable insights are preserved and used to refine the planning and execution of subsequent cycles.

10.

Communicate outcomes

To foster support and sustain engagement, it is essential to effectively communicate the outcomes of QCC activities throughout the organization. Highlighting tangible benefits such as cost savings, improved efficiency, and enhanced product quality demonstrates the value of the process. To maximize impact, communication methods should be tailored to the organization’s culture, ensuring the message resonates with all stakeholders and motivates continued participation in continuous improvement efforts.

It is important to note that in the specific case study, certain cultural traits play a significant role in influencing the success of QCCs initiatives. For example, the collectivist orientation fosters teamwork, collaboration, and the development of strong, supportive groups. Additionally, a tendency toward top-down communication and a preference for structure underscore the necessity for meticulous planning in QCC implementation. This includes the establishment of clear guidelines, well-defined processes, and accountability measures. Another key consideration is finding the right balance between long-term benefits and short-term achievements. Moreover, celebrating progress and rewarding accomplishments in ways that align with cultural values can further enhance motivation and foster deep commitment to the program.

5. Conclusions

This study evaluated the implementation of the quality control circle (QCC) program in a food industry setting, providing detailed insights into the deployment of such programs within organizations. By incorporating the perspectives of both employees and program managers, the study highlighted the benefits, challenges, and opportunities associated with QCC implementation. The findings from employees confirmed that QCCs played a crucial role in promoting continuous improvement, enhancing productivity, and fostering a positive quality culture. These positive perceptions contributed to higher levels of engagement and responsibility for product and process quality. From the managerial perspective, the QCC program played a crucial role in supporting the ongoing implementation of the ISO 9001 standards. It contributed to compliance across various aspects of quality procedures, planning, and documentation. However, despite these positive outcomes, several challenges were identified. Employees highlighted issues such as inadequate training and limited resources, while auditing revealed non-conformities, including the absence of effective monitoring solutions, lack of effectiveness indicators, insufficient risk assessments, and inadequate resource allocation. Management also faced challenges, including high operational demands and resistance to change, which could affect the long-term success and execution of the QCC program. The insights from this study suggested several actionable improvements for organizations looking to implement or enhance their QCC processes. Additionally, the best practices identified throughout the research could serve as valuable guidelines for organizations. Ultimately, the study underscored that the correct and strategic application of QCCs is essential to maximizing its potential. Proper planning, resource allocation, and continuous monitoring were found to be key factors that could help organizations overcome the challenges identified and realize the full benefits of QCC implementation.

5.1. Limitations

Several limitations should be considered when interpreting the findings of this study. The research is based on a single case study within the food industry, which may limit the generalizability of the results to other sectors or industries. The findings are specific to the regional context and shaped by cultural influences and local requirements; thus, they may not fully represent the broader food industry or the country as a whole. Additionally, the study primarily relies on qualitative data collected through surveys, interviews, and an audit checklist with binary compliance indicators. While this qualitative approach provides valuable insights, it also introduces subjectivity, which can limit the depth and breadth of the analysis. Moreover, the use of binary compliance measures in the audit checklist may oversimplify the complexity of QCC implementation, potentially constraining a more nuanced understanding of the challenges involved. Another consideration is the relatively small sample size for the employee perspective, which may impact the robustness of the conclusions. Although all participants included in the sample are involved in the final QCC cycle, a larger sample size can enhance the reliability and representativeness of the results.

5.2. Recommendations and Future Research

Future research could explore the implementation of QCC programs across different cultural and industrial contexts to gain broader insights into how contextual factors influence their success. This approach would enable the development of tailored strategies suited to diverse organizational environments. Additionally, studies could incorporate quantitative methods, such as regression analyses or structural equation modeling, to better quantify the specific impacts of QCC programs on organizational performance. For measuring compliance with the ISO requirements, alternative audit methods and more detailed rating systems could replace binary compliance checklists, offering a more nuanced understanding of the challenges and successes associated with QCC implementation. Further research could also examine the potential synergies between QCCs and other quality improvement methodologies, such as Six Sigma or Lean, to assess whether integration enhances the effectiveness and sustainability of these initiatives. Organizations could benefit from QCCs not only financially through enhanced operational efficiency but also in terms of social and environmental impacts. This case study highlights how QCCs contribute to social well-being by fostering employee engagement and strengthening a culture of quality that ultimately enhances customer satisfaction. Additionally, QCCs could support environmental sustainability by driving solutions and encouraging sustainable operational practices. By strategically integrating QCCs, organizations could achieve a holistic impact by balancing financial gains with social responsibility and environmental stewardship.