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Student Number 984300035
Author Chung-Chieh Ko(柯宗杰)
Author's Email Address No Public.
Statistics This thesis had been viewed 656 times. Download 10 times.
Department Executive MBA
Year 2010
Semester 2
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title 大型多國籍企業全面品質管理導入與實施的研究─以個案E公司為例
Date of Defense 2011-06-01
Page Count 114
Keyword
  • ISO 9000
  • ISO 9001:2008
  • National Quality Award
  • Quality System
  • Total Quality Management
  • TQM
  • Abstract This study reveals the history of quality management development and relevant researches on TQM(Total Quality Management). It also covers the discussion of National Quality Award in developed countries, the differences of large-scale and medium / small-scale corporations as well as the spirit of balanced scorecard(BSC). E company is taken as an example to demonstrate the transformation of its quality system from a local medium-scale company to a large-scale multinational corporation. The quality system in E company was originally certifiecated the ISO 9000 system based solely on the construction and operation the quality system of ISO 9000. It was then advanced to the TQM system based on ISO 9001:2008. This research aims at providing help for companies in similar conditions or needs.
    This research discusses three topics:
    (1)What are the required conditions before a large-scale multinational corporation implements the TQM system.
    (2)Whar are the proper steps to deploy the TQM system in a large-scale multinational corporation.
    (3)How can a large-sacle muntinational corporation maintain and further advance the TQM system.
    The basic establishment of the TQM system in E company fully covers the basic requirement to maintain everlasting operation. They include quality, product manufacturing, human resource, new products development and environmental safety. The stable and steady development of a company can be assured with the company’s vision, mission, value, philosophy, objectives and moral principles. In addition to the basic establishment, to deploy this system also requires necessary organization adjustment, duty allocation, using BSC to execute objective management, and carry out the processes which are based on 7 concepts of TQM requirement. A set of constant audit system is also needed after the preliminary establishment of TQM. Besides, the audit criteria have to be revised and adjusted along with external changes to further ensure that the direction of TQM is up-to-date.
    Table of Content 第一章 緒論..................................................………………………………………..1
      1.1  前言.........................................……………………………………………1
      1.2  研究動機……………………………….…................................................3
      1.3  研究目的………….…………………............................................………4
      1.4  研究範圍……………………………….…................................................5
      1.5  論文架構……………………………….…................................................5
    第二章 文獻探討…………………………………..............…..................................7
      2.1  品質管理的演進.....................................…………………………….....7
    2.2  品質系統…………….……………………….........................................12
    2.3  全面品質管理(TQM)……………….……………….....................….16
    2.4  國家品質獎................……………………………….....................……18
    2.5  企業規模………….……………….……………….....................……23
    2.6  關鍵績效指標………….………………………....................................30
    第三章 個案公司介紹……………………………................................................36
    3.1  個案公司的歷史……...............................…………………...............36
    3.2  母公司集團介紹………….…….………............................................43
    3.3  UPS產業分析…..…..….………………............................................47
    3.4  個案公司所面對的挑戰.............................…………………...............54
    第四章 個案公司之TQM導入與實施………………........................................56
      4.1  TQM體系架構…………..…..………….…………………………......56
    4.2  集團品質系統(EQS)介紹………..….…….........................................65
    4.3  TQM導入與評鑑.…...…….….….…….........................................74
    4.4  初步成果確認…….………………………………..............................94
    第五章 結論與建議...............................................……………………………96
    5.1  研究結論………………….……..……................................................96
    5.2  研究貢獻以及對個案公司之建議..................................................….98
    5.3  後續研究建議...............................................………………………100
    參考文獻........................................................………………………………101
      中文部份.....................................................………………………………101
      英文部分.....................................................………………………………102
      網站部分.....................................................………………………………104
    Reference 中文部份
    1.中山大學企業管理學系(2009),《管理學》,新北市:前程文化事業有限公司。
    2.中衛中心功能技術部(2010),《藍海品質之路》,台北市:財團法人中衛發展中心。
    3.田效文、謝家祥、鍾宜展、陳垣耀、蔡志弘(2004),《全面品質管理之企業價值探討》,中華大學科技管理研究所。
    4.林漢鈺(2005),《TS16949中品質訓練的規劃與執行-以A公司為例》,碩士論文,國立中央大學。
    5.林珮琪(1998),《高科技產業研究發展績效衡量之研究–平衡計分卡觀點》,碩士論文,國立台灣大學。
    6.周齊武、Haddad、吳安妮(2001),“企業推行平衡計分卡之可行性結構–台灣經理人之觀點”,《會計研究月刊》,第175期,第107-173頁。
    7.周春切(2005),《以平衡計分卡觀點建構資訊電子業績效管理系統之研究》,碩士論文,國立成功大學。
    8.柯普朗、諾頓(Kaplan, R. S. and Norton, D. P.)著(1999),《平衡計分卡:資訊時代的管理工具(The balanced scorecard – Translating Strategy into Action)》,朱道凱譯,台北市:臉譜出版社。
    9.陳善德(1998),“基礎教育的品質管理系統ISO9000與TQM”,《品質管制月刊》,34(5),43-45頁。
    10.陳啟光、史玉波、蔡政和(2010),“從企業自評觀點探討不同企業規模在品質管理成熟度之差異”,《品質學報》,Vol. 17,No. 1。
    11.黃千芳(2007),《企業績效、國家品質獎與董監事薪酬關係之研究》,碩士論文,國立中正大學。
    12.彭順雄(2009),《製造業品質系統績效評估模式》,碩士論文,私立開南大學。
    13.張晉嘉(1999),《筆記型電腦廠商績效指標之探討》,碩士論文,國立台北大學。
    14.萬乙寧(1992),《全面品質保證手冊(修訂一版)》,台北市:中國生產力中心。
    15.詹昌雄、簡茂椿(1995),“從中美日歐品質獎之要求看TQM”,《品質管理月刊》,第31卷,第3期,20-22頁。
    16.廖春文(2004),“平衡計分卡(BSC)的基本概念架構詮析”,《國教輔導》,第44卷,第1期,12372 -12382頁。
    17.戴久永(1996),《全面品質經營》,台北市:中華民國品質管制學會。
    18.鍾朝嵩編著(2005),《認識ISO 9000》,中壢市:和昌出版社。
    19.鍾朝嵩(2010),《TQM實踐法》,桃園縣:先鋒企管。
    20.Stevenson, W. J. Stevenson著(2010),《作業管理》,何應欽譯,美商麥格羅•希爾國際股份有限公司臺灣分公司。
    英文部份
    1.Ahire, S. L. and Golhar, D. Y. (1996), Quality Management in Large vs Small Firms, Journal of Small Business Management, 34(2), 1-13.
    2.Chase, R. B., and Aquilano, N. J. (1995), Production and Operation Management (7nd ed.), IRWIN.
    3.Clinton, W. J. (1999), Malcolm Baldrige National Quality Award: 1998 Criteria for Performance Excellence, ASQC.
    4.Deshmukh, S. G., Gupta, A. D., and Shankar, R.(2007), An Integrated Approach of Interpretive Structural Modeling(ISM)and Abalytic Network Process(ANP), International Journal of Productivity and Performance Management, 56, 25-59.
    5.Dilla, W. N. and Steinbart, P. J.(2005), The Effects of Alternative Supplementary Display Format on Balanced Dcorecard Judgments, International Journal of Accounting Information Systems, 6, 159-176.
    6.Dotchin, J.A., and Oakland, J.S. (1992), Theories and Concepts of Total Quality Management, Total Quality Management, 3(2), 133-145.
    7.Ghobadian, A., and Gallear, D. (1996), Total Quality Management in SMEs, Omega, 24(1), 83-106.
    8.Hongyi Sun and TSZ-KIT Cheng(2002), Comparing Reasons, Practices and Effects of ISO 9000 Certification and TQM Implementation in Norwegian SMEs and Large Firms, International Small Business Journal, 20(4), 421–442.
    9.IMS Research(2010), UPS market analysis.
    10.ISO 9001 Quality Management Systems – Requirement(2009), ISO copyright office. 
    11.Juran, J. M., and Gryan, F. M. (1999), Quality planning and Analysis (3rd ed.), McGraw-Hill.
    12.Kanji, G. K., Kristensen, K. K., and Dahlgaard, J. J. (1992), Total Quality Management as a Strategic Variable, Total Quality Management, 3(1), 3-8.
    13.Lee, H. I., Chen, W. H. and Chang, C. J.(2008), A Fuzzy AHP and BSC Approach for Evaluation Performance of IT Department in the Manufacturing Industry in Taiwan, Expert Systems with Applications, 34, 96-107.
    14.Liao, Z., Cheung, M.T., and Lai, Y. L. (1995), ISO 9000 and its Integration with TQM, Engineering Management Conference, 214-217.
    15.McAdam, R. and McKeown, M. (1999), An Analysis of the Impact of ISO 9000 and Total Quality Management on Small Business in Northern Ireland, Total Quality Management, 10(2), 229-241.
    16.Milis, K. and Mercken, R.(2004), The Use of the Balanced Scorecard for Evaluation of Information and Communication Technology Projects, Internal Journal of Project Management, 22, 87-89.
    17.Saraph, J. V., Benson, P. G., and Schroeder, R. G. (1989), An Instrument for Measuring the Critical Factors of Quality Management, Decision Science, 20(3), 810-829.
    18.Sohal, T. S., Tay, G. S. and Wirth A. (1989), Total Quality Control in the Asian Division of a Multinational Corporation, International Journal of Quality & Reliability, 6(6), 60-74.
    19.Thomas, K. W. (1976), Conflict and Conflict Management, in M. D. Dunnetted, Handbook of Industrial and Organizational Psychology, Rand McNally, 889-935.
    20.Toma´s F. Gonza´ lez and Manuel Guille´n(2002), Leadership Ethical Dimension: a Requirement in TQM Implementation, The TQM Magazine , 14(3), 150-164.
    21.Welsh, J. A., and White, J. F. (1981), A Small Business is not a Little Big Business, Harvard Business Review, 59(4), 18-32.  
    網站部份
    1.台灣碩博士論文知識加值系統(2011),< http://ndltd.ncl.edu.tw >,(Retrieved Feb. 2011)。
    2.美國國家品質獎卓越經營模式架構(2011),< http://www.nist.gov >,(Retrieved Mar. 2011)。
    3.經濟部中小企業處(2011),〝中小企業白皮書〞, < http://www.moeasmea.gov.tw >,(Retrieved Feb. 2011)。
    4.維基百科(2010),< http://zh.wikipedia.org >,(Retrieved Dec. 2010)。
    5.Google學術搜尋(2011),< http://scholar.google.com.tw >,(Retrieved Feb. 2011)。
    Advisor
  • none(洪德俊)
  • Files
  • 984300035.pdf
  • disapprove authorization
    Date of Submission 2011-06-03

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