臺灣博碩士論文加值系統

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.

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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