• Journal of Korean Society for Quality Management
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• v.46 no.4
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• pp.785-796
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• 2018

Purpose: Currently, the morale of Quality People and Quality Department in Korea is low, so it is not doing enough work. This is one of the reasons why there is no theoretical support for the role of Role of Quality People and Quality Department. In this paper propose Role of Quality People and Quality Department in Korea. Methods: We reviewed 'Quality History' of Juran and other literature Role of Quality People and future Quality. In addition, We surveyed the actual condition of Role of Quality People and Role of Quality Department in Korean. We propose Role of Quality People and Quality Department in Korea. Results: We propose the Definition, Mission, Characteristic and Quality People Knowledge for the Role of Quality People and Role of Quality Department in Korean. Conclusion: There is still work Role of Quality People and Role of Quality Department in Korean. We expect continuously to improve Quality Competitiveness by Quality Management with good Role of Quality People and Quality Department.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.16 no.1
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• pp.21-41
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• 2005

This study proposes the customer quality a parameter of service quality from a new perspective, develops and evaluation scale for it in relation to service business, analyzes and evaluates the its effect on service quality and performance. First, the concept of service quality and customer quality was investigated in the literatures, to find a basis for its relation to the quality of hotel service. However, previous 1) Among the service quality components, the strongest correlation exists between physical quality and service quality. 2) Hotel quality is most influenced by customer quality, followed by service provider quality and physical quality showing that when customer quality is incorporated as a prerequisite parameter if hotel quality it has the most effect on hotel quality, which is a new result. 3) Customer quality plays a significant indirect role via hotel quality on performance, and the physical quality and service provider quality offered to the customer at a hotel have more direct effect on performance, illustrating the difference in the effect on hotel quality depending on the component of hotel quality. 4) The evaluation of hotel quality and performance becomes more meaningful and valid only when customer quality is included as a prerequisite parameter of hotel quality to strongly interact with service provider quality 5) Comparative analysis of the different qualities according to the hotel class show a significant difference in customer quality, physical quality and service provider quality and performance between first-class and second-class hotels.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.112-127
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• 2006

How to measure Quality Performance (QP) or excellence performance in organizations is very important for improving the quality of an organization's products and services. This paper takes Quality Function Deployment (QFD) as a useful tool to identify the key characteristics of quality performance and measure the influence factors on quality performance. Most national quality awards provide a framework of the criteria to show the essential elements of an organization's quality performance and get the Quality Performance Score (QPS) by self-assessment using the criteria. By means of these criteria, especially, the criteria of China Quality Award (CQA), a measurable indicator system for quality performance is set up. A four-phase QFD model of assessment for quality performance is developed. This QFD model not only presents the most important efforts for the deployment of the measurable indicators of quality performance, but also takes great advantage of evaluating the quality performance and obtaining the quality performance score. The measurable indicator hierarchy of quality performance is formed and its implementation method for assessment quality performance is described in this paper.

• Journal of Korean Society for Quality Management
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• v.40 no.2
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• pp.156-165
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• 2012

The objective of this study is to identify the critical dimensions of comprehensive quality and to prioritize them for improvement of the quality competitive advantage. The critical dimensions, sub-dimensions and measurement items of comprehensive quality were abstracted from literature of quality, and constructed a model of hierarchical structure. 115 experts in four groups(supplier, buyer, consultant, and professor) were participated in pair-wise comparison of quality dimensions, but some of these responses were removed because the overall consistency of evaluator judgements exceed the acceptable ratio of 0.10. The priorities of quality dimensions for industrial and consumption goods were calculated respectively using the analytic hierarchy process(AHP) approach. As a result, product quality had the highest weight of 0.65, followed by support quality(0.18) and service quality(0.17) for industrial goods while product quality also had the highest weight of 0.62, but service quality(0.22) was preferred over support quality(0.16) for consumption goods.

• Asia Marketing Journal
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• v.17 no.2
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• pp.73-96
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• 2015

This paper investigates how servicescape perception influences customer experience quality in hedonic service settings. In addition to the direct effect of servicescape quality on customer experience quality, the indirect effects of servicescape quality on customer experience quality via employee-to-customer interaction quality and peer-to-peer interaction quality are also investigated. We collected data through a self-administered survey. The proposed relationships were tested using structural equation modeling. The results show that servicescape quality influences customer experience quality both directly and indirectly through employee-to-customer interaction quality and peer-to-peer interaction quality, and customer experience quality influences customer loyalty. Additionally, we find that the indirect path via peer-to-peer interaction quality is significant only in a low-satisfaction customer group. The indirect effect of servicescape quality perception through peer-to-peer interaction quality is significant only in low-satisfaction customer groups. Therefore, if evaluations for this indirect effect fall below an acceptable level, it should be addressed first before improving on other attributes. However, after this point, further improvements offer few if any gains; therefore, service firms should allocate their resources to quality improvements to other factors. This study is the first to investigate the indirect effects of servicescape quality on customer experience quality via peer-to-peer interaction quality in hedonic service settings. Additionally, this study demonstrates that the significance of this indirect effect applies only to a low-satisfaction customer group.

• Journal of Korean Society for Quality Management
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• v.37 no.4
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• pp.43-51
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• 2009

This study was designed to analyze the relationship of process quality, result quality and management performance in Korean insurance industry. For this study the linkage scheme of service quality concept is used on PZB model and BSC(Balances Score Card) system. In the linkage model, the 5 service qualitry factors used in PZB model are used as the result quality variables, and internal process factor, learning/growth factor in BSC are used the process quality variables affecting the result quality variables. And also customer satisfation factor and financial performance index are used as the management performance variables. In the ivsurance industry, the process quality variables were verified to meaningfully affect the result quality variables, and the result service quality variables were verified to affect the management performance indices. As the result, the process quality and the service quality must be emhanced for the competitiveness of Korean insurance industry.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.1-18
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• 2003

Quality is a critical competitive factor in today's environment because of the impact of quality on costs and delivery. Many companies regard quality as a key concept of company strategy in order to achieve the competitive edge. Measuring and reporting quality cost is the first step in quality management program. The supposition of quality cost model is that investment in prevention activities will bring rewards from reduced failure costs, and that further investment in prevention activities will show profits from reduced appraisal costs. In this study, the degree of quality cost deviation is conceptualized. This means a deviation between the ideal and present ranking in the amounts of quality cost categories. This study analysed that the effect of its deviation on quality management activity and performance variables. However, there are no difference in these variables. The major reason is that most of companies are endeavoring for quality management but operating quality cost system unsystematically. The review against a prevention and appraisal activity is necessary.

• Journal of Korean Society for Quality Management
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• v.22 no.4
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• pp.132-151
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• 1994

Quality is a critical competitive factor in today's environment because of the impact of quality on market share, productivity and costs. Especially in Korean companies, the importance of quality is heightened as they are losing price competitiveness compared to the new industrialized countries. The traditional approach to quality improvement has been focused on workers. The primary means to achieving acceptable outgoing quality has been to inspect quality by adding more inspectors and inspection stations. This is an example of quality cost that can be reduced through the preventive actions against bad quality. Quality cost is best viewed as a measure of costs specifically associated with the achievement or nonachievement of product/service quality required by customers. This paper examines the concept of quality cost, provides guidance to implementing a quality cost system, and identifies the limitations of quality cost information. These limitations are the target for future research for an efficient and effective implementation of quality cost system.

• Fashion & Textile Research Journal
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• v.10 no.5
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• pp.625-635
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• 2008

The purpose of this study was to investigate the mediating roles of the relationship quality and the switching cost during the processing of effects of service quality on the service loyalty in the beauty industry. Service quality factors were defined as the interaction quality, the outcome quality and the physical environment quality. The relationship quality were defined as the satisfaction and the trust of customer. Amos was used to analyze the research hypotheses and the proposed model. All research hypotheses were adopted. The empirical results were as follows; Service quality influenced positively on the relationship quality, and then the relationship quality yielded the service loyalty. Also the relationship quality influenced positively on the switching cost and then the switching cost influenced positively on the service loyalty. Each service quality dimension had a significant effect on the satisfaction, the trust and the relative importance of service quality dimensions on the satisfaction, the trust followed the order of the interaction quality, the outcome quality and the physical environment quality.

• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.86-95
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• 2019

This study verified the research hypothesis by establishing a research model to achieve the purpose of empirical analysis on the relationship between O2O platform quality and personal behavioral value and relationship quality. The main results of this study are as follows. First, information quality (hypothesis 1-1), system quality (hypothesis 1-2), service quality (hypothesis 1-3), perceived product quality (hypothesis 1-4), perceived price (Hypothesis 1-5) was statistically significant, indicating a positive effect on individual behavioral value. Second, as a result of empirical analysis of the relationship between O2O platform quality and relationship quality, hypothesis 2, information quality (hypothesis 2-1), perceived product quality (hypothesis 2-4), and perceived price (hypothesis 2-5) While there was a positive effect on quality, system quality (hypothesis 2-2) and service quality (hypothesis 2-3) were not statistically significant. Third, as a result of verifying the relationship between the relationship quality and personal behavior characteristics of hypothesis 3, as the quality of personal behavior improved as the quality of relationship improved, it was required to continuously improve and strengthen the relationship quality.