臺灣博碩士論文加值系統

產品與服務的品質對企業組織競爭力的重要性自80年代起漸受重視。在機
械時代所著重為分解和使每個元素最佳化,故以品管、統計手法解決特定
問題或達成特定任務。但在系統時代,所著重為元素間關係最佳化,以整體
力量提升績效,故組織品質改善受到重視。根據美國國防部的分析(1990),
目前已由機械時代進入系統時代,故本研究由組織面探索品質改善之道,所
用研究方法包括文獻探討、廠商訪談和個案檔案分析等。本研究重要結論
為: 1.組織政策原則與顧客滿意目標的形成,一方面來自高階主管對顧客
焦點、全面參與和績效認知等內部環境因素的驅動,經由組織活動的設計
將其具體化。另一方面來自組織內部成員對工作需要的認知,所提出意見
的彙總。政策原則與目標一旦取得內部共識就成為內部組織活動的指引。
組織活動設計不同,資源管理方式、要求重點和管理循環就隨之不同。組
織經由上述目標與活動的互動,結合供應者的資源投入,提供顧客所需的產
品與服務。組織內外資訊傳送呈現迴路形態,傳送內容與途徑和高階領導
密切相關。上述說明是本研究品質改善組織模式之內容概要。本模式及所
衍生的12項問題點可作為組織自我診斷的工具。 2.本研究以顧客滿意水
準(目標)和組織活動向度兩構面將模式分成調整型、效率型、技術型與革
新型等四種。 3.授權、資訊開放和成員成熟度是過程團隊運作成功關鍵
因素。 4.追求顧客喜悅是組織在特定領域內達到世界一流水準的先決條
件。 5.組織進入革新型的有效途徑,宜先由高階主管進行組織改造,建立
過程導向的團隊組織,消除組織內結構與文化的障礙,使員工可以在工作領
域內自主決策,因而大幅提升員工工作意願,加上組織對員工的訓練,使得
員工可以在團隊內全心投入取悅目標市場顧客。顧客喜悅會提高其忠誠度
及介紹新顧客,確保組織維持領先地位與較佳獲利率,因而使股東願意支持
高階主管和對員工再投資,形成不斷改善的循環。 6.製造業的產品發展小
組要有顧客服務功能以便及時且有效的價值傳送。 7.本研究針對想維持
世界領先的組織,提出反省、問題、理論與試驗之學習循環,以取代PDCA或
OPMR 的管理循環。 8.組織的潛在競爭力可用組織資產和組織內涵相乘來
表示。

The qualities of products and service are more and more import-
ant for organization’s competiveness since 1980s.According to
U.S.Defence study(1990),organization has been already developed
from maximizing the performance of each part to maximizing the
performance of system.For an organization to be the best in its
industry,the entire organization including supplier and
customer has to be addressed as a unit and has its continuous
quality improvement on a global scale.Therefore,this research
investigat- es organization change by extracting concepts of
system and qual- ity improvement.Research methods include
literature review,perso- nal interviewing and case archival
analysis. The new findings of this research include: 1.The QIO
model which based on mutual influence by customer sati-
sfaction level and organizational activity,can be separated
into four types:adaptive、efficient、technical and innovation.
Innovation type is different from current TQM by process team、
self-directive management and learning.QIO model and its twelve
question can do as a tool for self-diagnosis of organization.
2.The stages for entering and sustaining innovation type
are:(1) Top management restructures organizations to process-
drive and self-directed(2)Total job skill and attitude
training(3)Build prcoss teams to upgrade technology、job
quality or labor produ- ctivity for customer delight(4)
Shareowners support top managem- ent and reinvest employee by
the reason of good profitability and market share which comes
from delighted customer. 3.The learning cycle which is formrd
by self-apprasial、question、theory and test is better than
PDCA or OPMR for organization which strives to sustain the best
in the world. 4.The potential competiveness of organization is
organization’s assets times by organization’s context.