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Centel of Virginia has just completed a very successful fall rush program for improving productivity and services for incoming students at the University of Virginia. Centel''s president is interested in using the concept of quality circles to extend these improvements to other aspects of Centel''s operations. The president''s assistant must come up with a plan that takes into account how a service company like Centel would implement quality circles. The case forces a discussion of how quality circles operate and how they should be implemented. Issues of whether QCs are people-building or productivity-improving programs must be treated.