An Empirical Integrated Cost-based and Culture-based Approach to Corporate Quality Consensus (CQC) - Taking Taiwan's Top 500 Manufacturing Industry and High-Technology Industry as Examples
2002
Hochschulschrift
Zugriff:
90
Within the vehemently competitive business environment, enterprises all over ther world are endeavoring to sustain and even strengthen their competitive advantage. In an effort to fortify these core competencies, authorities concerned within the businesses undoubtedly bare the responsibility of directing corporations into the status of continuous improvement and sustainable stamina. Therefore, company-wide, bloc-wide, and even industrial-wide convergence of quality culture is urgently required to establish the environs appropriate for business excellence. In order to acquire business excellence and corporate effectiveness, there is a continuous awareness of corporate quality consensus (CQC) for businesses to feasibly and reasonably implement business-related operations. In view of the fact that businesses are destitute of pertinent knowledge about CQC, this research is going to elaborate the essence of CQC and even elucidate the quintessence of CQC implementation factors-Cost of Quality (COQ) & Total Quality Management (TQM). Thus, this research utilizes the cost-based and culture-based analysis to implement the core concept of CQC. The research can be concluded into the following two aspects (COQ aspect and TQM aspect), which is elucidated as follows: COQ aspect 1.To empirically ascertain that the COQ implementation ratio in Taiwan’s top 500 manufacturing companies is roughly 30%, which is similar to previous studies. 2.To manifestly perceive that the main objective of implementation on COQ system is to solve quality-related problems within companies. 3.To lucidly express that the main predicament for companies failing to implement COQ system is due largely to shortage of a well-organized implementation model. 4.To empirically pinpoint that CSF of COQ implementation extent is composed of the following six ingredients: (1) Appraisal cost in production and sales; (2) Prevention cost in production, sales, and R & D; (3) Supportive cost in preventive and appraisal activities; (4) Failure cost in external environment; (5) Failure cost in production and manufacturing; (6) Failure cost in R & D. 5.To ascertain that the quality-related performance includes: (1) Quality management performance; (2) Quality operation performance; (3) Business implementation benefit. 6.To potentially construe that the relationship between business infrastructure and COQ implementation extent are highly related. 7.To statistically corroborate that the effect of COQ implementation model has a strong influence on quality- related performance. TQM aspect 1.To summarize that CSF of TQM implementation and business competitiveness, including the following eight factors: (1) Commitment from top management; (2) Continuous improvement; (3) Transformation of organizational culture; (4) Participation and Teamwork; (5) Supplier Management; (6) Customer-oriented concept; (7) Education and training; (8) Information management and application. 2.To comprehensively conclude that the main dimensions of quality-related performance: (1) Financial performance; (2) Innovation; (3) Flexibility; (4) Societal satisfaction; (5) Marketing; (6) Quality; (7) Cost. 3.To fortify that the relationship between TQM implementation and competitiveness are highly related. 4.To recognize that the effect of moderating variables (Category of high-tech industry, Corporate characteristics, Quality management characteristics) on TQM implementation and competitiveness
Titel: |
An Empirical Integrated Cost-based and Culture-based Approach to Corporate Quality Consensus (CQC) - Taking Taiwan's Top 500 Manufacturing Industry and High-Technology Industry as Examples
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Autor/in / Beteiligte Person: | Wei-Chiang, Chan ; 詹偉強 |
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Veröffentlichung: | 2002 |
Medientyp: | Hochschulschrift |
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