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黃峰蕙 (Fenghueih Huarng) 1

全面品管哲學與方法對品質績效的相關性研究 Relationships of TQM Philosophy, Methods and Performance: A Survey in Taiwan NSC 89-2416-H-218-005. 黃峰蕙 (Fenghueih Huarng) 1 1 南台科技大學企管系 (Department of Business Administration, Southern Taiwan University of Technology, Tainan, Taiwan 710). Literature Review.

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黃峰蕙 (Fenghueih Huarng) 1

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  1. 全面品管哲學與方法對品質績效的相關性研究Relationships of TQM Philosophy, Methods and Performance: A Survey in TaiwanNSC 89-2416-H-218-005 黃峰蕙(Fenghueih Huarng)1 1南台科技大學企管系 (Department of Business Administration, Southern Taiwan University of Technology, Tainan, Taiwan 710)

  2. Literature Review • The relationships of CSF and performances • Powell (1995)__USA, N=63 • open culture • employee empowerment • executive commitment • quality training • process improvement • benchmarking • Control variables: • years since TQM adoption (experience) • number of employees (firm size) • industry (manufacturing vs. service) Produce advantage No help

  3. Samson & Terziovski (1999)__ Australian and New Zealand, N=1024, No control variable • leadership • management of people • customer focus • Sun(1999)__Norway, N=316, No control variable • quality leadership • human resource development • quality information Current operational performance Increase customer satisfaction & business performance

  4. Huarng, Horng & Chen(1999) __ISO in Taiwan, N=376 • all employee’ empowerment • open culture • use of information system • documentation through auditing • quality control activity before ISO • Control variables • the age of corporation (experience) • the number of employee (firm size) • the percentage of overseas sales Quality, cost internationalization sales

  5. Research Method • literature review & pre-tested by two site managers • top 1000 manufacturing firms 1999 on China Credit Information Service,Ltd. • data collected in Summer 2000 • 42 items for implementation practices (cronbach a = 0.9604), 1:highly disagree, 4: indifferent, 7: highly agree • 16 items for performance (cronbach a = 0.8997), 1: highly worsen, 4: remain the same, 7: highly improved • Non-response test (73 TQM vs. 142 TQM non-response) -No difference in total sales, # of employees, industry distribution • TQM have greater size than non-TQM

  6. Results • Factor analysis • Table:performance variables • Table: implementation practices • Factor 1 : employee empowerment • Factor 2 : all employee perception through top executive support • Factor 3 : training • Factor 4 : measuring product and service • Factor 5 : benchmarking on quality and service • Factor 6 : statistical method • Factor 7 : benchmarking on cost • Factor 8 : supplier co-operation • Factor 9 : employee involvement.

  7. Table: performance variables

  8. Table: implementation practice

  9. Table: implementation practice

  10. Table: implementation practice

  11. Linear Regression analysis (stepwise) • two control variables • C1:starting date of TQM adoption • C2:the corporate sales • VIF is 1.222 for 2 CV & 9 independent variables • α=0.05 • BF1: cost reduction • BF2: business performance • Regression : interaction models • BF1:cost reduction • BF2:business performance

  12. Discussions & conclusions • Both TQM philosophy & tools help business performance • Two P’s: • employee empowerment (PP1) • all employee quality perception through top executive support (PP2) • Four M’s: • training (PM1) • use of statistical method (PM4) • benchmark on cost (PM5) • supplier co-operation (PM6)

  13. The relationship may vary from country to country • confirm Sun (Norway, 1999) • different from Powell (USA, 1995) & Dow et al (Australian, 1999) • Integration of P & M help • PP1 & PM1 integration help cost down • capable employee with empowerment • PP2 & PM6 integration help business perform • cooperation of top executive, employees & suppliers • TQM P & M help in all sizes of firms with or without experience of TQM adoption

  14. ~ The End ~ Fenghueih Huarng1

  15. Stepwise regression analysis for BF1: cost reduction

  16. Stepwise regression analysis for BF2:business performance

  17. Interaction regression analysis for (BF1) cost reduction

  18. Interaction regression analysis for (BF2) business performance

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