本研究主要目的係從流程能見度的觀點,探討一個企業之流程管理對於推動 ISO 9000 品質系統成效之影響。在現今以顧客滿意為導向的經營趨勢,企業為了滿足顧客需求、拓展市場及確保產品品質,均紛紛推動 ISO 9000 品質系統驗證。 根據過去相關文獻的整理,發現大部份對於 ISO 9000 品質系統研究皆偏重於從組織管理觀點探討推動成功的影響因素(Lamprecht,1991;賴宏城,1993 ;Curkovic & Pagell,1999;謝宗興,2003)。然而我們知道流程管理是否落實,對於成功實施 ISO 9000 品質系統具有更關鍵性影響,但是此方面研究目前仍相當缺乏。 為達到從流程管理觀點探討推動 ISO 9000品質系統成效關鍵影響因素之研究目的,本研究以Biazzo 與Bernardi(2003)提出的「流程能見度」做為探討ISO 9000 品質系統流程管理的概念架構,其中包括:(1)架構能見度(2)操作能見度等兩構面。並以產品良率做為品質績效評估指標,針對十四家已通過 ISO 9000品質系統驗證企業,其中包括「績效優良」與「績效不佳」各七家,利用觀察法進行企業組織內部流程管理執行情形的資料收集。 根據資料分析結果顯示,企業流程管理之良窳對於品質績效具有顯著影響,並且落實流程管理比建構流程制度影響程度高。此外,在架構能見度構面中以管理責任次構面與資源管理次構面具有較顯著之影響,在操作能見度構面中以預防措施次構面方面具有較顯著之影響。當企業組織在執行品質管理系統,其流程能見度中如能將此三個構面徹底落實執行,對於品質績效具有關鍵性影響。 有關本研究之結果乃表示ISO 9001:2000品質管理系統與流程能見度是有密切之關係,企業組織能夠利用流程能見度來評估企業組織在執行ISO 9000品質管理系統上完備的程度。上述各項分析結果所代表之意義,在本文中有進一步深入之討論。
The objective of this paper is to examine the effects of process management for implementing ISO 9000 quality system. As customer satisfaction is the ultimate factor for the success of an enterprise, ISO 9000 quality management system has become one of the most popular ways to achieve this goal. According to the past literature, most of studies for ISO 9000 were focused on organizational management, few studies have been found from process management. However, as we know, the process management is crucial for the successful implementation of ISO 9000 quality system. In this paper, ‘process visibility’ which was proposed by Biazzo and Bernardi [19] is used as the conceptual research framework for examining the process management. It includes two dimensions: ‘structure visibility’ and ‘operation visibility’. 14 enterprises which have been accredited ISO 9000 quality system were observed their performance regarding to the process management. The defect rate is used as the criterion for quality performance. The result reveals that the process management of an organization has significant effect to the performance of quality, and ‘operation visibility’ is more effect than ‘structure visibility’. In addition, ‘management responsibility’ and ‘resource management’ are the crucial factors for ‘structure visibility’, while ‘preventive management’ is the crucial factor for ‘operation visibility’. The implications of these research findings are further discussed in the following.