| Summary: | 碩士 === 國立臺灣大學 === 工業工程學研究所 === 86 === During the past decade, Taiwan has been experiencing the ever-increasing
pressure from the continual deregulation of the world economy, crucial
demands for ecological and environmental protection, severe concerns for
intellectual property rights, the rapidly approaching information era,
competitors among Asia''s newly-industrialized nations, etc. In addition,
Taiwan''s economical industrial structure has been turning from traditional
labor-intensive to brain- and capital-intensive high-tech industry. High-tech
exports have grown to a quarter of total exports in recent years, and Taiwan
has become the leading manufacturer of several high-tech products. These facts
demonstrate the development of high-tech industry is the key factor in
maintaining the nation''s future competitiveness. Nevertheless, the lifeblood
of the development of high-tech industry stems from two vital impetuses:
elaborating on research and development of emerging advanced science and
technology, and maintaining a leading edge at frontline of the high-tech
counterparts. These trends further highlight the importance of the creativity
and application of new science and technology to industrial applications.
The objective of this research is to conduct a pilot study to explore the
influence of the factors of R&D organization and characteristics of operation
on implementation TQM for R&D organization by empirical survey and interview.
According to the research results, suggestions were offered to technological
R&D organization as a reference of implementation of TQM. In this study, the
factor analysis, Pearson correlation, stepwise regression and T-test are
adopted to examine the relationship between the TQM-driven indexes and the
following three characteristics: R&D organizational climate, organizational
structure, and quality management. Two major sizable R&D organizations, A: a
quasi-nonprofit unit, B: a government-sponsored non-profit unit with two
times personnel of A, have been selected as the testing subjects. In the
questionnaire survey of this research, 200 higher level executives have been
selected from the A unit with 44.5% return rate during one month period,
and 400 from B unit with 38.0% return rate during two and a half month period.
The main conclusions of this research are in below:
1. The eight constructs for setting up the critical factors of TQM-driven
indexes are process quality management, human resource management, custom
satisfaction, information management, organization action, strategy and
policy, satisfaction of society, and continuous improvement.
2. Initiative and proactive, adventure and competition, degree of adapting
innovation, emphasis of effects and achievements, empowerment and
responsibility, and team work and cooperation are comprised of the six
major constructs for setting up the critical factors of organizational
climate.
3. The three primary constructs for setting up the critical factors of
organizational structure include degree of documentation, independency
of R&D, and the hierarchy of organization.
4. Pretest quality management, R&D quality management, risk management, and
technical transformation management are summarized as the four constructs
for setting up the critical factors of R&D quality management.
5. Good organizational climate facilitates the implementation of TQM and
practice of total quality culture.
6. The fitness of organizational structure guarantees the successful
implementation of TQM.
7. A suitable system with excellent quality management characteristics
enhances effective implementation of TQM.
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