(3.215.180.226) 您好!臺灣時間:2021/03/09 02:44
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:郭怡青
研究生(外文):I-Ching,Kuo
論文名稱:品保部門與它部門於品保相關功能上的認定差異研究-以製造業為例
論文名稱(外文):A discrepancy research of impression on QA functions between QA department and other departments – Based on an example of ManufacturingA discrepancy research of impression on QA functions between QA department and other departments – Based on an
指導教授:林谷鴻林谷鴻引用關係
指導教授(外文):Gu-Hong,Lin
學位類別:碩士
校院名稱:國立高雄應用科技大學
系所名稱:工業工程與管理系碩士班
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:中文
論文頁數:146
中文關鍵詞:品保功能差異理論權力滿意度
外文關鍵詞:Functions of QA departmentDiscrepancy theoryPowerSatisfaction
相關次數:
  • 被引用被引用:0
  • 點閱點閱:2127
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:216
  • 收藏至我的研究室書目清單書目收藏:0
一個製造工廠主導品質議題的部門不外乎是品保部門(或稱品管部門,公司規模大者則另編制有品保處)。“品質"這項議題如此大,絶非是品保部門可完全負責的,但各公司對於品保部門其各項功能應負責的程度並沒有明確的定義。品保部門於一家公司中身居二種角色,一種是糾察的角色:一般是糾舉生產線中不合紀律的行為、提報不論是好或壞的各項品質相關指標的績效..等;另一種是提供服務的角色:一般是進料檢查、品保技術咨詢、物理性或化學性的檢測服務..等;此二種角色對它部門來說有其影響力或說是另一種形式的權力。於實際運作面上,它部門對於品保人員並不友善是時有所聞的,而截至目前並未有相關研究探討品保的權力是否與其被滿意的程度有關。
本研究由相關書籍、實務經驗、相關工作媒合網站..等收集品保相關功能後設計問卷,由品保人員與互動密切的工程與製造部門人員填答後統計並加以分析。由分析結果得知,不同部門對於品保部門於品保功能上需負責任程度的認知有顯著差異是部份成立的、不同職階對於品保部門於品保功能上需負責任程度的認知有顯著差異是部份成立的、不同公司規模(總人數)對於品保部門於品保功能上需負責任程度的認知有顯著差異是部份成立的、不同資本來源對於品保部門於品保功能上需負責任程度的認知有顯著差異是部份成立的;不同部門於品保部門的滿意度有顯著差異是部份成立的、不同的總工作年資對於品保部門的滿意度有顯著差異是部份成立的、不同資本來源對於品保部門的滿意度有顯著差異是部份成立的、不同行業別對於品保部門的滿意度有顯著差異是部份成立的;不同部門於品保部門的權力認定有顯著差異是成立的、不同資本來源對於品保部門的權力認定有顯著差異是部份成立的、不同行業別對於品保部門的權力認定有顯著差異是部份成立的;對於品保部門法制權力的認定與對於品保部門的滿意度有顯著影響是部份成立的。本研究的成果能提供製造業管理階層對於品保部門與其它部門互動關係的改善方向,進一步提升全公司的品質意識而增加公司的競爭力。
The QA department coordinates quality issues in a manufacturing company. The “Quality” subject is so wide that should not be only deal with by QA department. Generally, there is no clear definition of responsibility for QA department in a manufacturing company. Moreover, QA department has two kinds of roles. One is a service supplier to provide product incoming inspection, QA technical counsel and physics/chemical inspection service…etc. The other one is an auditor to highlight improper discipline and announce quality performances...etc. Basically, the QA department has to affect the company to produce better goods, or even applied its power to push other departments paying more attention in quality. In practice, QA staff would feel unfriendly coming from the other department staff. And so far, there is no any relevant research is searched, which is to discuss the power of QA department versus its service satisfaction.
The questionnaire of this study was based on relevant reports which were related QA books, manufacturing line practice experiences and job medium website. Then the results had been analyzed after QA departments, Production departments and Process departments filled out the questionnaire. From the questionnaire result, there were some obvious conclusions as below.
Regarding definition impression of QA responsibility on QA functions, there were obvious discrepancies on some personal variations such as different department, different position level, different quantity of company employee and different capital source of company.
Regarding satisfied impression related to QA functions of QA department, there were obvious discrepancies on some personal variations such as different department, different working seniority, different capital source of company and different manufacturing.
Regarding definition impression of QA department on powers, there were obvious discrepancies on some personal variations such as different department, different capital source of company and different manufacturing.
Regarding relationship between “satisfaction to QA department” and “definition impression of QA department on powers”, there was obvious relationship on “satisfied impression related to QA department” vs. “definition impression of QA department on legitimate power”.
This study could provide a direction to improve the relationship between QA department and other departments for manufacturing management. Eventually, the company-wide quality consensus can be stronger, and the organization can be more competitive.
目錄
中文摘要 I
Abstract III
謝 誌 V
目錄 VI
表目錄 IX
圖目錄 XII
附錄目錄 XIII
一、緒論 1
1.1研究背景與動機 1
1.2研究目的 2
1.3研究範圍與限制 2
1.4研究流程 4
二.文獻探討 5
2.1品管與品保部門組織 5
2.2製造業 6
2.3滿意度與服務品質 8
2.4差異理論 10
2.5權力基礎 14
2.6品保相關功能對照表 16
2.7品保相關功能 20
2.7.1品質管理系統 20
2.7.2管理審查會議 25
2.7.3稽核 26
2.7.4無塵室管理 27
2.7.5安規認證 28
2.7.6先期產品品質規劃與管制計畫(Advanced Product Quality Planning and Control Plan,APQP & CP) 29
2.7.7生產性零組件核准程序(Production Part Approval Process,PPAP) 30
2.7.8失效模式與效應分析(Failure Mode and Effects Analysis, FMEA) 31
2.7.9失效分析 32
2.7.10實驗室管理 33
2.7.11量測系統分析(Measurement System Analysis, MSA) 34
2.7.12統計製程管制(Statistical Process Control, SPC) 34
2.7.13 RoHS危害性物質限制指令 35
2.7.14 GP(Green Product綠色產品) 37
2.7.15 WEEE業務 39
2.7.16 ISO14001 41
2.7.17 ESD(Electrostatic Discharge, ESD)靜電放電控管 42
2.7.18 IECQ QC080000有害物質流程管理系統 45
2.7.19抽樣檢驗 46
三.研究方法 48
3.1研究架構 49
3.2研究假設 49
3.3研究變項與操作型定義 51
3.3.1人員統計變數 51
3.3.2品保相關功能 51
3.3.3五種權力 55
3.4問卷設計與問卷發放 56
3.5資料分析方法 57
3.5.1敘述性統計分析 57
3.5.2 KMO(Kaiser-Meyer-Olkin)與Bartlett球型檢定 57
3.5.3因素分析 57
3.5.4信度分析 58
3.5.5效度分析 59
3.5.6單因子變異數分析 60
3.5.7 Pearson相關分析 60
3.5.8迴歸分析 60
四.資料分析與結果 61
4.1敍述性統計分析 61
4.1.1問卷回收結果與樣本結構 61
4.1.2品保部門於品保相關功能需負責任程度的認定 63
4.1.3對於品保相關功能的滿意程度 70
4.1.4對於品保部門的權力認定 78
4.2 KMO(Kaiser-Meyer-Olkin)與Bartlett球型檢定 82
4.3因素分析與信度分析 84
4.3.1品保部門於品保相關功能需負責任程度各構面之因素分析結果 84
4.3.2品保相關功能滿意度各構面之因素分析結果 94
4.3.3五個權力基礎各構面之因素分析結果 103
4.4效度分析 106
4.5單因子變異數分析 106
4.5.1檢定不同人員變數對“品保部門對於各品保功能負責任程度”各構面 106
4.5.2檢定不同人員變數對“品保部門對於各品保功能負責任程度”各構面 109
4.5.3檢定不同人員變數對“對於品保部門的權力認定”各構面 112
4.6 Pearson相關分析 114
4.7迴歸分析 118
五、結論與建議 120
5.1研究結論 120
5.2貢獻 122
5.3建議 123
1.吳明隆(2005),“SPSS-應用統計學習實務-問卷分析與應用統計",知城數位科技公司,台北市
2.吳統雄(1985),“態度與行為研究的信度與效度:理論、反應、反省",民意學術專刊,夏季號
3.周有洸(2003),“彈簧式安全閥之失效分析與可靠度評估”,國立交通大學
工學院產業安全與防災學程碩士論文。
4.品質管制編輯委員會(1987),“品質管制”,先鋒企業管理發展中心,中壢市
5.施豐坤(2006),“服務品質與顧客滿意之研究-以補習班為例", 逢甲大學經營管理碩士在職專班碩士論文
6.洪新原、游寶.、王俊程、黃士銘、古政元、張嘉銘,“應用差異理論來評估學員訓練績效之研究:以商業電子化人才培訓計劃為例",資訊管理學報(9), Feb. 2002 ,pp.143-165
7.張有成(1998),“抽樣檢驗”,中華民國品質學會,台北市
8.現代管理月刋編輯部(1987),“怎麼樣做好品質管制”,管拓文化事業股份有限公司,台北市
9.郭宏益(2006), “影響電腦整合製造資訊系統使用者滿意之差異分析:管理者與作業者之觀點比較”, 國立中正大學資訊管理研究所碩士論文
10.陳順宇(2000),“多變量分析”,華泰書局,台北。
11.陳鎮江(2000), “內外控信念對權力、領導風格認知之研究─以國營事業中階主管及部屬為例” 中華管理學報 第一卷 第一期 第55-67頁
12.陳耀茂/傅和彥/戴久永(1987),"怎樣做好品質管制",聯經出版事業公司,台北
13.劉瀚元(2006),“ 推行ISO/TS16949標準之關鍵成功因素探討-以螺絲業者為例”,國立高雄應用科技大學工業工程與管理系碩士班碩士論文。
14.劉淑娟(2005), “ 應用差異理論探討資訊系統使用者滿意度之研究-以中正大學會計資訊系統為例” 國立中正大學會計與資訊科技研究所碩士論文
15.潘美雪(2007),"影響加油站顧客忠誠度因素之探討-以台北地區加油站為例",國立東華大學企業管理學系碩士在職專班碩士論文。
16.潘雅惠(2007),"影響消費者購買銀行理財商品滿意度之研究"國立東華大學企業管理學系碩士在職專班碩士論文
17.鄭仁安(2006), “品保部門權力地位對品質系統績效之影響研究—以高屏地區製造業為例” 國立中山大學企業管理學系碩士論文。
18.鍾朝嵩(1988),“全公司品質管制”,先鋒企業管理發展中心,中壢市。
1.Brady, M. K. and Cronin, J. J. Jr. (2001), “Some new thoughts on
conceptualizing perceived quality: A hierarchical approach,” Journal of Marketing, Vol. 65, No 3, pp. 34-49.
2.Cardozo, R. N. (1965), “An experimental study of customer effort, expectation, and satisfaction,” Journal of Marketing Research, Vol. 2, No. 3, pp. 244-249.
3.Churchill, G. A. and Surprenant, C. (1982), “An investigation into the determinants of customer satisfaction,” Journal of Marketing Research, Vol. 19, No. 4, pp.491-504.
4.Cuieford, J. P. (1965), Fundamental statistics in psychology and education,McGraw Hill, New York .
5.Czepiel, J. A. (1974), Persprctive on Customer Satisfaction, American Management Association, New York, NY.
6.Day, R. L. and Landon, E. L. Jr. (1977), “Toward a theory of consumer complaining behavior,” In Woodside, A. G., Sheth, J. and Bennett, P. (Eds.),
Consumer and Industrial Buying Behavior, pp. 425-437, Elsevier North-Holland Inc., Amsterdam, Netherland.
7.Engle, J. F., Blackwell, R. D. and Minard, P. W. (1993), Consumer Behavior,7th Ed., Dryden, Chicago, IL.
8.Etzel, M. J., Walker, B. J. and Stanton, W. J. (2001), Marketing Management (12th Ed.), McGraw-Hill, New York, NY.
9.Etzioni, A. 1975, “A comparative analysis of complex organizations”, The Free Press, New York.
10.Fayol, H. General and Industrial Management, Pitman, London(1949)
11.Fornell, C. (1992), “A national customer satisfaction barometer: The Swedish experience,” Journal of Marketing, Vol. 56, No. 1, pp. 6-22.
12.French, J.R.P. and Raven, B.H. 1959, “The bases of Social Power”, Dorwin Cartwright(eds.), Studies in Social Power, Ann Arbor:University of Michigan Press.
13.French, J.R.P. and Raven, B.H. 1959, “The bases of Social Power”, Dorwin Cartwright(eds.), Studies in Social Power, Ann Arbor:University of Michigan Press.
14.Hampel, D. J. (1977), Consumer Satisfaction with The Home Buying Process:Conceptualization and Dissatisfaction, Marketing Science Institute, Harvard University, Cambridge, MA.
15.Howard, J. A. and Sheth, J. N. (1969), The Theory of Buyer Behavior, John Wiley and Sons, New York, NY
16.Jiang, J. J., Klein, G., Tesch, D., and Hong-Gee Chen. (2003), “Closing the User and Provider Service Quality Gap:A method for measuring service quality that includes both the user and IS service provider perspectives,” Communications of the ACM, 46(2), pp. 72-76.
17.Jiang, J. J., Klein, G., Tesch, D., and Hong-Gee Chen. (2003), “Closing the User and Provider Service Quality Gap:A method for measuring service quality that includes both the user and IS service provider perspectives,” Communications of the ACM, 46(2), pp. 72-76.
18.Kerlinger, F.N. ,1986,Foundations of Behavioral Research, Third Edition,McGraw-Hill, New York
19.Kolter, P. (1996), Marketing Management: Analysis, Planning, Implementation and Control, 9th Ed., Prentice-Hall, Englewood Cliffs, NJ.
20.Kotler, P. (1997), Marketing Management (9th Ed.), Prentice Hall, Englewood Cliffs, NJ.
21.Locke, E. A. (1979), “The Nature and Causes of Job Satisfaction,” In M.D. Dunnett abd L.M. Hough (Ed.), Handbook of industrial and organization psychology, Rand-McNally, pp. 1297-1349.
22.Locke, E.A. (1969), “What Is Job Satisfaction?,” Organizational Behavior and Human Performance, 4, pp. 309-336.
23.Nunnally, J. C.(1978), Psychometric Theory. 2nd ed., New York : McGraw-Hill.
24.Oliver, R. L. (1981), “Measurement and evaluation of satisfaction processes in retail settings,” Journal of Retailing, Vol. 57, No. 3, pp. 25-48.
25.Oliver, R. L. (1993), “Cognitive, affective, and attribute bases of the satisfaction
response,” Journal of Consumer Research, Vol. 20, No. 3, pp. 418-430.
26.Pfeffer, J. and Salancik, G. R., 1978, “The external control of organizations: A resource dependence perspective”, (New York: Harper & Row)
27.Rice, R. W., McFarlin, D. B. and Bennett, D. (1989), “Standards of Comparison and Job Satisfaction,” Journal of Applied Psychology, 74(4), pp. 591~598.
28.Rust, R. T. and Oliver, R. L. (1994), “Service quality: Insights and managerial implications from the frontier,” In Rust, R. and Oliver, R. (Eds.), Service Quality:New Directions in Theory and Practice, pp. 1-19, Sage Publications, ThousandOaks, CA.
29.Sasser, W. E., Olsen, R. P. and Wyckoff, D. D. (1978), Management of Service Operations: Text, Cases and Readings, Allyn and Bacon, Boston, MA.
30.Singh, J. (1991), “Understanding the structure of consumers' satisfaction evaluations of service delivery,” Journal of Academy of Marketing Science, Vol. 19, No. 3, pp. 223.
31.Szymanski, D. M. and Henard, D. H. (2001), “Customer satisfaction: A meta-analysis of the empirical evidence,” Journal of Academy Marketing Science,Vol. 29, No. 1, pp. 16-35.
32.Tesch, D., Jiang, J. J., and Klein, G. (2003), “The Impact of Information System Personnel Skill Discrepancies on Stakeholder Satisfaction,” Decision Sciences, 34(1), pp. 107-129.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔