國內的代工業,在面對低成本的壓力時,為了維持本身的競爭優勢,導入全面品質管理是相對重要的策略。規模較大的企業中全面品質管理已經成為一種管理模式與制度,但對於還沒有明確推行全面品質管理的企業,這是個相對重要的問題。 本研究的目的在探討當全面品質管理導入時對代工業的影響,藉由有效導入所需的關鍵因素分析,評估全面品質管理因素對於代工業中重要性程度,以及各因素之間的相互影響關係,進而有效的管理這些因素並評估對於代工業成功導入全面品質管理之影響。 本研究以文獻為基礎,彙整全面品管成功導入之因素,藉由層級分析法(AHP),使用問卷調查方式並徵詢專家意見,經量化分析及篩選的程序獲得具關鍵性的影響因子,作為成功導入全面品質管理的評估因素;接著,再以詮釋結構模式法(ISM)與決策實驗室法(DEMATEL),分析各評估準則之間的重要影響及重要程度,藉以提供代工業管理者更能有效導入全面品質管理的重要參考。
In Taiwan, Original Equipment Manufacturer (OEM) is in the face of low-cost pressure, in order to maintain its competition, the import of total quality management (TQM) is a relatively important strategy. In larger enterprises, TQM has become a management model and system, but for those still not clearly implementing total quality management business, how to import TQM is a relatively important issue. This study investigates the OEM when introducing TQM in which what is the key factors affect the introduction of TQM to what degree of importance for the OEM, as well as the impact between factors, and thus how to effectively manage these factors for the OEM and guarantee successfully import of TQM into OEM. In the literature, we compile successfully imported TQM factors and use questionnaires to seek expert advice and use the analytic hierarchy process (AHP) quantitative methodology to analyze and screen procedures to obtain the material impact factor as the key factors of successful introduction of TQM to OEM. Also, the interpretive structural modeling (ISM) and DEMATEL are used to analyze the impact of causal factors. The results indicate that recommended reference for subcontractor managers can effectively introduce TQM to their company.