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論文名稱 Title |
探討臺灣汽車零件製造業實施QS-9000品保系統與客戶滿意度之關係
Impact of the Implementation of QS-9000 on Customer Satisfaction in Taiwan’s Auto-parts Manufacturing Industry |
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系所名稱 Department |
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畢業學年期 Year, semester |
語文別 Language |
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學位類別 Degree |
頁數 Number of pages |
149 |
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研究生 Author |
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指導教授 Advisor |
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召集委員 Convenor |
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口試委員 Advisory Committee |
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口試日期 Date of Exam |
2003-06-07 |
繳交日期 Date of Submission |
2003-07-16 |
關鍵字 Keywords |
none formulation, QS-9000, key success factors, ISO 9000, TS 16949 |
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統計 Statistics |
本論文已被瀏覽 5647 次,被下載 6541 次 The thesis/dissertation has been browsed 5647 times, has been downloaded 6541 times. |
中文摘要 |
none |
Abstract |
Taiwan’s auto industry began with Taiwan Yulon Motor Company in 1957, as well as with the development of the related auto parts and components industry. After more than four decades, most companies have developed flexible production skills that allow them to produce a comprehensive assortment of auto parts and components in small quantities that meet international quality standards. The new wave of electronics manufacturing companies have devoted a large percentage of their resources to automotive products, either at their home base, or at their manufacturing facilities abroad. The QS-9000 Quality management system is a fundamental requirement for automotive parts suppliers. The main purpose of this thesis is to research the relationship between the implementation of QS-9000 and customer satisfaction. This study is focused on this inter-action from three perspectives: formulation, implementation and customer satisfaction. Key success factors such as; steering team, organization, target, criteria, documentation, training, standardization and auditing have been defined and studied for their effects on the QS-9000 management system implementation. Developing and implementation quality system utilizing the criteria given in the ISO 9000 or QS-9000 quality system standard can achieve satisfying customer requirements. The successful implementation of a quality management system can contribute to the overall business efficiency of an organization, such as administration, accounting, engineering, marketing, maintenance and after-sales service. The company shall develop the internal and external customer satisfaction indices to check the customer expectation on their service and product. Quality cost are the costs of putting thing right. The monitor for cost of quality can reduce the non-productivity hours and material scrap then achieves the continual improvement management philosophy. In addition, the surveyed case firms disclosed that the QS-9000 standards indeed helped their organization to upgrade the efficiency and service quality of their operation and as such enhance their company’s image as well as customer satisfaction. |
目次 Table of Contents |
Chapter 1. Introduction 1 1.1 Background 1 1.1.1 The Taiwan Auto-parts Industry 2 1.2 The Research Purpose 4 1.3 The Research Process 6 Chapter 2. Literature Review 8 2.1 ISO 9000 Quality Management System Standards 8 2.1.1 Characteristics of ISO 9000 8 2.1.2 ISO 9000 Related Literature 11 2.2 QS-9000 Quality Management System Standards 14 2.2.1 QS-9000 Related Literature 15 2.2.2 Continual Improvement of the Quality Management System 18 2.3 Customer Satisfaction 23 2.3.1 Satisfaction Theory 23 2.3.2 Terry G. Vavra Satisfaction Theory 28 2.3.3 The Manufacturing Industry Customer Satisfaction 33 2.3.4 Summary of the Literature Review 37 Chapter 3. Research Design 43 3.1 The Research Method 43 3.2 The Research Framework 43 3.3 The Operational Definition for Key Success Factors 45 3.4 Questionnaire Design 56 3.4.1 Contents of the Questionnaire 57 Chapter 4. Case Firms Analysis 59 4.1 CTS Components Taiwan 59 4.2 Ge Mao Rubber Industry Co., Ltd 61 4.3 Juei Hsing Hwa Industry Co., Ltd. 63 4.4 Kenly Precision Industry Co., Ltd. 67 4.5 Yuan Cherng Co., Ltd.. 70 4.6 Lite-On Automotive Corporation 72 4.7 The Summary of the Case Firms Analysis 75 Chapter 5. Data Analysis 78 5.1 The Questionnaire Response 78 5.2 Overall Analysis for the Questionnaire 78 5.2.1 Analysis for the Six Case Firms 79 5.2.2 Group Analysis for the Questionnaire 97 5.3 Impact Factors for QS-9000 Implementation 105 5.4 QS-9000 Implementation vs. Customer Satisfaction 107 Chapter 6. Conclusions and Suggestion 108 6.1 Conclusion 108 6.1.1 General Overview 108 6.1.2 Research Findings 109 6.2 Managerial Implication 112 6.3 Research Limitation 113 6.4 Further Research and Suggestions 114 References 116 Appendix 1 ISO9000/QS-9000 Elements 121 Appendix 2 English Questionnaire 140 Appendix 3 Chinese Questionnaire 145 List of Figure Figure 1-1 Research Process 7 Figure 2-1 Structure of ISO 9000 Series Standards 9 Figure 2-2 Quality Management Process Model 19 Figure 2-3 The Typical Structure for Quality System Documentation Progression 20 Figure 2-4 The Structure of the QS-9000 Quality System and Its Six Sub-systems 22 Figure 2-5 QS-9000 Registration Process 27 Figure 2-6 A Model of Customer Satisfaction 29 Figure 2-7 Customer Complaint Trend Chart 36 Figure 3-1 Research Framework 45 Figure 3-2 Organization Chart 48 Figure 3-3 Tiers of the Targets 50 Figure 3-4 Japanese Job Concepts 54 Figure 5-1 Time Duration for the QS-9000 Project 79 Figure 5-2 Steering Team Members 80 Figure 5-3 Chairman of the Steering Team 80 Figure 5-4 Organization Change at the QS-9000 Formulation Stage 81 Figure 5-5 Reporting System 81 Figure 5-6 Department Target 82 Figure 5-7 QS Information Disclosure Channel 82 Figure 5-8 Previous Quality Activity 83 Figure 5-9 System Evaluation Frequencies at Formulation Stage 83 Figure 5-10 Authority for Quality Manual Approval 84 Figure 5-11 Authority for Standard Operation Procedure Approval 84 Figure 5-12 Execution of the Internal Audit 84 Figure 5-13 Internal Audit Frequency 85 Figure 5-14 Training Course Material 85 Figure 5-15 Understanding of the QS-9000 Documentation 86 Figure 5-16 Training 87 Figure 5-17 Standardization Implementation Status 88 Figure 5-18 Resistance to the QS-9000 System 88 Figure 5-19 Steering Team 89 Figure 5-20 Internal Audit 90 Figure 5-21 Yield Improvement 90 Figure 5-22 Scrap Cost Reduction 91 Figure 5-23 MRB Items Reduction 91 Figure 5-24 Customer Complaints 92 Figure 5-25 Field Returns 92 Figure 5-26 On -Time Delivery Performance 93 Figure 5-27 Customer Quality Rating 93 Figure 5-28 Reduction of Premium Freight Cost 94 Figure 5-29 Financial Performance 94 Figure 5-30 Motivation for the QS-9000 Project 95 Figure 5-31 Resistance to the QS Implementation 96 Figure 5-32 Respondent Position 96 Figure 5-33 Age of Respondent 97 Figure 5-34 Understanding the QS-9000 Documentation 98 Figure 5-35 Training 98 Figure 5-36 Standardization Implementation Status 99 Figure 5-37 Resistance to the QS-9000 System 99 Figure 5-38 Steering Team 100 Figure 5-39 Internal Audit 100 Figure 5-40 Product Yield Improvement 101 Figure 5-41 Scrap Cost Reduction 101 Figure 5-42 MRB Items Reduction 102 Figure 5-43 Customer Complaint Reduction 102 Figure 5-44 Field Returns Reduction 103 Figure 5-45 On-Time Delivery Performance 103 Figure 5-46 Increasing Customer Quality Rating 104 Figure 5-47 Reduction of Premium Freight Cost 104 Figure 5-48 Financial Performance 105 List of Table Table 2.1 Top 10 QS-9000 Certification Registrars 14 Table 2.2 Satisfaction Rating by Age and Gender 30 Table 2.3 Satisfaction Rating by Sector and Socio-economic Status 31 Table 2.4 Supplier Scorecard 40 Table 2.5 MRB Slip 41 Table 2.6 8D Report 42 Table 4.1 Comparison List for Case Firms 77 Table 5.1 Delivery and Response of Mail Survey 78 Table 5.2 QS-9000 Registration Date 79 Table 6.1 Formulation Stage 110 Table 6.2 Outline of the QS-9000 Implementation 111 Table 6.3 Customer Satisfaction 111 |
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