• 품질경영학회지
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• 제38권1호
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• pp.20-33
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• 2010

This study investigates the relationships of total quality management (TQM), organizational learning (OL) activities and business performance and examines the partial mediation effect of OL activities on business performance in Korean industrial manufacturing setting. Main target sample firms were all manufacturing companies listed in the Korea Composite Stock Price Index (KOSPI) and 206 firms participated. This study theoretically develops a conceptual model with 3 hypotheses regarding how TQM practices influence OL activities and how the OL activities partially mediate between the TQM practices and business performance. To examine these hypotheses, Structural Equation Modeling (SEM) was employed and an alternative model which includes a path between errors of leadership factor and OL construct was developed. The findings are TQM practices cannot directly influence business performance but indirectly impact business performance through OL activities. This study found that OL activities playa role as firms' critical competency to improve business performance.

• 한국건설관리학회논문집
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• 제7권3호
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• pp.76-85
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• 2006

제품위주의 원가주도형 품질관리가 경영품질을 경쟁우위 요소로 하는 고객지향적 품질경영으로 전환되면서, 제조기업에서는 품질을 경쟁우위 확보의 핵심이자 경영혁신의 최우선 개념으로 간주하고 있다. 그러나 품질향상을 기업 경쟁력의 핵심 요소로 인식하고 있음에도, 여전히 기업 내 품질경영 추진 기반과 실행 프로그램은 전반적으로 미흡한 것으로 나타나고 있다. 한편 건설프로젝트 수행과정에서 상대적으로 일정 또는 원가에 비해 낮은 관리 비중을 지녀왔던 품질을 새롭게 인식하고 이를 개선하고자 하는 노력이 이어지고 있으나, 타산업에 비해 건설산업의 품질은 다소 낮은 수준에 머무르고 있다. 이러한 건설산업 전반의 품질 수준 저하는 명확하지 않은 품질관리 목표에 따라 현장에서 품질의 중요성에 대한 인식이 미흡하고, 결과 중심적인 품질관리에 기인한 바가 크다. 본 연구에서는 이러한 문제의 해결을 위해 품질성과를 객관적으로 측정할 수 있는 품질성과지표를 개발하고, 개발된 지표를 중심으로 지속적인 품질의 모니터링이 가능한 체계를 구축하고자 한다. 이러한 품질성과관리를 통해 건설프로젝트 성공의 선행지표를 모니터링함으로써 건설품질을 향상시키고, 궁극적으로는 건설조직의 경쟁력을 제고할 수 있을 것이다.

• 경영과학
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• 제26권1호
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• pp.137-159
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• 2009

An organizational performance measurement practice is a function of performance measurement system and performance management system they are currently employing, and its quality is determined by evaluating the followings in a comprehensive manner: first, if they are measuring right things; second, if they are measuring in a right way; third, if they are actively facilitating a process of data collection, structuring, analysis, interpretation, and dissemination; and fourth, if they are using performance measurement results for the primary purposes of performance measurement. This study proposes a diagnostic framework for evaluating the performance measurement practices of public broadcasting which include the qualities of performance measurement and performance management, and develop a structured questionnaire for that purpose. The framework proposed in this study does not serve only as a useful tool for public broadcasting to revise their respective performance measures and performance measurement systems, but it also make their respective performance measurement practices a strategic management tool as well as an operational management one.

• 산업경영시스템학회지
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• 제35권3호
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• pp.225-233
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• 2012

The purpose of this study is to observe effect on a result of a business performance depending on the business scale and the success factors of quality. Verified hypothesis of the quality of success factors and business performance are conducted in order to conduct this research. The results of hypothesis testing can be summarized as follows : First, depending on the size of the company, quality of corporate success factors in the management and significant positive was verified to be in effect. Second, depending on the size of the small business companies' human resource management, product/process is significantly positive in effect and medium companies' quality information, quality of suppliers in the commercialization of technology is significantly positive in effect. Third, depending on the size of the small business companies' human resource management, product/process financial performance is significantly positive in effect and mid-sized companies, suppliers in the quality significantly positive show the influence of financial performance. The results of measurement through the size of the enterprise and the successful factors of quality impacts on business performance directly.

• 품질경영학회지
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• 제31권3호
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• pp.37-61
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• 2003

The purpose of this study is to identify (1) the successful quality management activities of domestic enterprises contribute to enhancing both corporate and national competitiveness and that the corporate and national competitiveness are related each other; (2) and to have the government and the citizens as well as enterprises re-recognize the importance of quality management and encourage them to make aggressive investments on quality management. It was found in this study that the enterprises with quality management scheme showed better performance that those without quality management activities. It was also found that quality competitiveness is a key factor for the enhancement of the national competitiveness, and that although quality improvement is normally realized through efforts of private enterprises (a conventional paradigm), active government support and participation are absolutely necessary for the competitiveness of the nation and industries. Accordingly, the quality management should be recognized not only as part of business improvement activities, but as nationwide activities where public sectors including government enterprises, hospitals, schools, regional governments, media companies and citizens groups are involved. In order to build a high-quality nation in the 21st century, the quality improvement should be realized through concerted efforts of the people, enterprises and the government.

• 한국경영과학회지
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• 제29권3호
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• pp.129-144
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• 2004

The goal of this study is to stress the importance of 6sigma quality management in improving the inner capabilities of manufacturing and the performances of the company. Six Sigma is widely recognized today as a process improvement methodology that can cut costs and eliminate defects in manufacturing processes. In this exploratory analysis. a model is developed and tested to fit research model with the structural equation modeling analysis. In conclusion. 6sigma leadership and flexible organizational culture are the important drivers among 6sigma activities. IT management strategy is significantly related to 6sigma quality management. 6sigma quality management is significantly related to financial performance. In addition. customer satisfaction is significantly related to financial performance.

• 품질경영학회지
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• 제34권2호
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• pp.107-121
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• 2006

In spite of the increase of the necessity and the interest regarding the SCM in practical business, it is difficult to judge the whole situation of the SCM because the research remain fragmentary as compared with the huge and complicated concept of the SCM. So this study defines dimension of SCM practice and measurements of SCM performance. Through an extensive literature review, the study Identifies seven dimension of SCM practice(partnership, usage of IT tools, information sharing and information quality), five measurements of SCM performance(supply chain flexibility, supply chain integration, customer responsiveness, supplier performance, and partner relationship). Five hypotheses were formulated for the relationship between SCM practice and SCM performance. The important relationships to be tested include ; (1) the direct impact of usage of IT tools on the partnership (2) the direct impact of partnership on the information sharing and information quality (3) the direct impact of SCM practice on the performance of SCM, (4) A moderating effect of top management support on the relationship between SCM practice and SCM performance.

• 품질경영학회지
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• 제29권1호
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• pp.140-159
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• 2001

The purpose of this study is to analyse the effectiveness of Quality Leadership on the Business Performance through Quality System for Manufacturing Companies in the North-east China, and research into the model of Quality Leadership is related with the Business Performance. A new questionnaire of QM based on Conti's Quality System thesis, was developed and tested. A statistical analysis of data was collected from Manufacturing Firms in the North-east China. As a result, Quality Leadership is the important drivers of Total Quality Management, and is related with the Quality System. Then, the Quality System is directly related with process, and process is also related with the Product Quality and the Business Performance. Of course, the Product Quality is directly related with the Business Performance in the end.

• 경영과학
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• 제30권1호
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• pp.59-72
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• 2013

This research has seven factors such as top management leadership, belt system operation, implementation of systematic methods, adequate project performance measurement, customer focus performance, quality performance and business performance. Those are critical to correct implementation of Six Sigma. I set seven hypotheses which represented the relationships among the seven factors, gathered questionnaires and analyzed the data. Top management leadership affected positively the adequate project performance measurement and the belt system operation, The belt system operation affected the implementation of systematic methods positively and it also affected the adequate project performance measurement. It affected positively the customer focus performance, the quality performance and the business performance, respectively.

• International Journal of Contents
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• 제18권3호
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• pp.34-48
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• 2022

The purpose of this study was to develop indicators for quality management of educational institutions, and to achieve this, literature analysis and expert interviews were conducted. Through literature analysis, the components of TQM were derived focusing on factors to improve the quality of education, engineering education accreditation standards, and a representative education accreditation system, were considered. Additionally, seven areas as well as 32 indicators required for education quality management, were derived by comparing the EFQM excellence model and the MBNQA education model, applied for quality management of companies and institutions. By comparing and synthesizing these results, a draft was developed for the quality management index of educational institution. Next, opinions on correction and supplementation of quality management indicators derived from literature analysis, were collected from five education experts. From the comparisons and integration of these results, eight criteria (leadership, strategy, customers, people, facilities and environment, curriculum management, curriculum improvement, and performance management) and 34 indicators, were proposed for quality management indicators for educational institutions. Curriculum management, people, and performance management criteria were considered more significantly in quality management of educational institutions, and several implications are suggested based on the study results.