| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系 === 104 === Quality is at stake in the primary condition for survival in today's competitive market, and also decides whether organizations maintain their competitive advantages in the business environment which is changing fast and full of uncertainties. Quality stability and the importance of upgrading are important to any organization’s operating issues, but it is often relatively difficult. The company (referred to as T company) is a manufacturer of electrolytic copper foil; its competitive advantages are the production technology and the stability of quality.
In 2001 to 2015, T company failed to improve product quality and got in problems in delivery delays which led to not only an external reputation badly damaged, but T company also appeared to be unable to supply products that meet the customers’ quality needs.
This study uses case study approach. We discuss the problems of low quality which T company has implemented many quality improvement strategy. We clarify the connections among the problems one by one and fine out the real cause for poor quality. Through seven quality control tools, we investigate what influences the real cause for poor quality for T company, and provide our improving suggestions.
Results shows that there are five major categories that T was unable to improve quality. Category 1: unclear distinction between responsibility and accountability; Category 2: the problems of cadre management, information management and information-sharing; Category 3: incomplete performance management system; Category 4: incomplete education and training system; Category 5: cadres and employees cannot accept the activities in the quality control circle.
The improving suggestions for each category are as follows. Category 1: unclear distinction between responsibility and accountability. The recommendation is to clearly define the distinction between responsibility and accountability and to reduce communication barriers through appropriate communication mechanisms. Category 2: the problems of cadre management, information management and information-sharing. The recommendations are to clearly define the distinction between responsibility and accountability, to collocate responsibility and accountability with the concept of the least level the number, and to set the platform for information sharing. Category 3: incomplete performance management system. The recommendation is under objective reliability and validity, design process, project, conditions and criteria for assessment, and with the balanced scorecard (BSC), design the performance targets and bonus with objectives reliability and validity. Category 4: incomplete education and training system. The recommendation is based on knowledge management, re-plan the contents of education and training and the feedback mechanisms after assessment in order to narrow the gap between supply and demand of staffs’ working ability, so that employees can achieve or exceed work objectives and enhance job performance and overall organizational performance. Category 5: cadres and employees cannot accept the activities in the quality control circle. The recommendation is according to researcher’s view, gradually extend from individual learning and team learning to overall facets of organizational learning.
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