A CASE STUDY OF QUALITY THAT CANNOT BE EXECUTED

• Main Authors: Chao-Wen Ma, 馬超文
• Other Authors: Hung-Hsin Chen
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/30641970519167610880

碩士 === 元智大學 === 管理研究所 === 97 === A procedure is is mainly focusing on the study of quality that can not be executed. Since the china marketing has been opened due to the economic reform, which is attractive by the lower-price labor cost and higher-volume labor population for many Taiwanese enterprises (e.g. manufacturers) who came to China for investment in building factories. Recent 10 years with great efforts, it makes China’s product becomes world-class level of manufacturers. Despite of this, it is however that China’s product is controversial on the quality affair. To realize the main reasons of which its quality level becomes inferior. Over past 20 years, there were many literatures in presenting about the activities and methodologies of quality improvement, for instance, which includes Total Quality Management (TQM), Six Sigma and Quality Control Circle (QCC), etc, but how come these that cannot be well executed in factories around China regions? For this observation, this study is to mainly understand the processes by actual observation and investigation in each of stages from Product design development to Production manufacturing assembly to Quality management control through case study methodology. In addition, by face-to-face interviewing with the executed personnel who are truly engaged in production line includes workers and managers in order to understand their perception and responsibility of quality, those are finally expected to provide the valuable suggestion of study, and making a good advice for user reference in the future. The findings are as follows, which is the reasons of causing the Quality that cannot be well executed : 1. The operational organization is not applicable, which is in the result of an ineffectiveness of horizontal and vvertical operation 2. Disobey the ISO process and uncertainty of quality data maintenance 3. Lack of Manager’s perception and responsibility of quality 4. Lack of Taiwanese managers with good knowledge and competence on management 5. High turn-over rate for Chinese labors 6. Unestablished the quality database 7. Lack of quality ethic and value for Chinese labors 8. Most companies are focusing on Revenue increased or Cost reduction respectively, but less considering for both together