• 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.34 no.3
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• pp.41-50
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• 2006

This paper analyses the moderated effect of quality management program on the efforts of quality management to performance using a sample of 300 Korean manufacturing firms. Result shows that (1) quality management efforts does not effect to engineering quality performance and managerial quality performance does effect to customer performance, and (2) customer performance does not effect to management performance. And quality program has a moderated effect between quality efforts and quality performance. The result shows that there is no direct link between engineering quality performance and management performance.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.188-198
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• 2011

The purpose of this research is to identify the effect of quality circles activities upon quality circles performance and business performance. Empirical results indicate that quality circle activities influence on quality circles performance in both individual and enterprise level, Quality circles performance influences on not employment satisfaction but customer satisfaction, business performance (profitability and market values) of companies with quality circles is higher than that of companies without quality circles. In conclusion, quality circle activities influence on quality circles performance that effect on business performance.

• The Journal of Information Systems
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• v.20 no.3
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• pp.161-186
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• 2011

To date, SCM research has mainly focused on the effects of controlled variables on SCM success and emphasized adoption strategies and critical success factors. Consequently, the effects of more uncontrolled variables such as partnership between SCM partners have been largely ignored. The purpose of this study, therefore, is to examine the effects of both controlled variables and uncontrolled variables on SCM performance through affecting RTE characteristics. The six factors examined in this study include Quality of information, partnership quality, Forecasting, Agility, Visibility, and SCM performance. In this study, SCM Performance was divided into three categories: Quality Performance, Cost Performance, Delivery Performance. All factors were examined from the perspective of part suppliers. The results of this study can be summarized as follows. First, SCM information quality positively affected SCM partnership quality, Forecasting, Agility, Visibility. Second, SCM partnership quality positively affected Forecasting, Agility. But, SCM partnership quality showed no significant effect on Visibility. Third, Forecasting had a significant impact on SCM performance. According to the detailed result of measuring SCM performance with Quality Performance, Cost Performance, Delivery Performance, although Forecasting affects Cost Performance, Delivery Performance directly, it does not affect Quality Performance directly. Fourth, Agility also had a significant impact on SCM performance. According to the detailed result of measuring SCM performance, Agility has significant impact on Quality Performance, Cost Performance, Delivery Performance. Fifth, Visibility, as expected, had a significant impact on SCM performance. According to the detailed result of measuring SCM performance, Visibility has significant impact on Quality Performance, Cost Performance, Delivery Performance.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.851-856
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• 2007

Continuously monitoring and improving information system (IS) performance is a major concern in organizations. Thanks to invisible characteristics of IS performance, this is still enduring research question. The purpose of this study is to examine and analyze factors influencing IS Performance in public sector. Influencing factors of IS performance include IS quality such as System Quality, Information Quality and IS Use. The data for analysis was collected from local official in Korea. We used PLS 3.00 Version for an analysis. Analysis revealed that Information Quality has directly influenced IS Use. But there were not Significant in relations between System Quality and IS Performance, System Quality and IS Use, System Quality and IS Performance, and IS Use and IS Performance.

• 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.

• Journal of Korean Society for Quality Management
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• v.39 no.3
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• pp.444-460
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• 2011

We study on the Influence of Business Performance by the Defense Quality Management System(DQMS). In this paper, we establish the 7 hypothesis which is as following that Motivation of DQMS certificate and CEO leadership of DQMS certificate will affect the DQMS, DQMS will affect on Quality performance and Customer performance, Quality performance will affect on Customer performance, each of Quality performance and Customer performance will affect Business Performance. By empirical study, we prove all hypothesis is accepted. We hope this result to improve performance and DQMS of corporate which try to take DQMS certificate.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.309-320
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• 2015

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought), job satisfaction, and quality performance. In particular, mediating effect of job satisfaction on the relationship between success factors of six sigma and quality performance is empirically analysed to find causes and impacts among these variables. A survey was conducted on the employees working in 'H' company which is applying six sigma at Ulsan City. The survey questionnaires were sent to 300 people and 216 of them were returned. Data obtained was analyzed with SPSS 18.0. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and job satisfaction. Second, there was also a positive relationship between job satisfaction and quality performance. Third, there were also positive relationships between critical success factors of six sigma(except support of top management) and quality performance. Finally, job satisfaction were full mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward) and quality performance. Critical success factors of six sigma(customer and quality focused thought) had a partial mediating effect on quality performance. On the other hand, support of top management had no mediating effect on quality performance.

• Journal of Korean Society for Quality Management
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• v.45 no.3
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• pp.403-426
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• 2017

Purpose:?The purpose of this study is to analyze the causal relationship between top management 's leadership and construction quality management activities that affect construction management performance based on construction quality management. Methods:?As its method, the causal relationship between the leadership of top management and the key management factors of construction quality management activities affecting management performance is analyzed by using the structural equation model. The construction companies used in the analysis sample conducted surveys on companies that are conducting ISO, KOSHA, OHSAS, DQC, and so on. Results:?It was revealed that top management's leadership has a great influence on management performance and all management factors of construction quality management activities. However, safety management does not affect the management performance of construction quality management activities. And top management's leadership on management performance are explained by the mediating effect of cost, time, quality and communication among management factors of construction quality management activities. Conclusion:?In the previous study, the quality management activities and the ISO - based integrated total quality management system (TQM) applied in the manufacturing or service industries were presented as empirical results. However, this study presents the results of different studies by presenting empirical study results by selecting time, cost, quality, safety and communication as key management factors of quality management activities of construction companies through reviewing and analyzing previous studies in construction field.

• 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.