D公司推動品管圈活動之短期(三年內)成功因素為 1. 高階主管的重視與支持。 2. 推動小組訂定完善的激勵措施與制度。 3. 持續不斷的教育訓練與輔導規劃等。評估品管圈活動的量化成功指標有效益金額、圈組數、參與率、結案率及品管手法數等。
本研究針對D公司推動品管圈可繼續努力著墨的建議包括： 1. 品管圈活動擴大化、彈性化及簡化，以降低員工製作報表過於繁重、中階及基層主管不重視的問題。 2. 品管圈活動與提案制度相結合，透過簡單的提案流程，提升員工改善的意願。 3. 建立品管圈活動e化平台，追蹤圈組進度，建立公司的知識庫，累積公司的智慧財產，以提升競爭力。
;This study set out to explore the fact that enterprise owners all spare no effort to reduce waste and maximize profit in the aspects of design, material procurement and manufacturing processes due to the situations that electronics companies have encountered in the electronic industry, e.g. keener competition in the environment, a dramatic decline in profits, and the severe challenge of achieving zero-defect in every million products. In Japan, Quality Control Circle (QCC) activities in enterprises have made a tremendous contribution to product quality improvement, keeping costs down, and the establishment of superior company images and goodwill. Quality Control Circle (QCC) activities seem to be effective tools in business management. Also, establishing Quality Control Circle (QCC) activities in enterprises has become a worldwide trend.
Through the conclusions reached in the case study, this study aims to provide a reference for enterprises or institutions who would like to establish it (QCC), so that Quality Control Circle (QCC) activities can bring them tangible and visible improved operational performance to achieve the ultimate goal of improving the constitution of their enterprise and making their enterprises prosper. This study also aims to provide a referential basis for enterprises or institutions who have not introduced it yet or are still hesitant to do so, so that they can have complete confidence in Quality Control Circle (QCC) activities and can make a prompt decision to introduce and establish them.
During recent years, the D company has made every endeavor to promote QCC. It has not only invested considerable quantities of capital and human resources to carry out the Quality Control Circle (QCC), but has also actively extended Quality Control Circle (QCC) activities from its parent company to its overseas subsidiaries. Despite the keen competition in the electronics industry, it has not only achieved business growth year after year, but also endeavors to enhance the quality of service and product for its customers. Many data have shown that the D company’s QCC is indeed worthy of our research. For this reason, a case study on the D company was conducted.
The factors in the successful establishment of Quality Control Circle (QCC) activities made by D company within a short period of time (3 years) are: 1. Emphasis and support from high-level supervisors. 2. The flawless motivational measures and systems enacted by the implementation team. 3. Continuous and non-stop educational training, guidance plans, etc; the evaluataion of the quantitative success indicators for Quality Control Circle (QCC) activities, e.g., Beneficial Amount, the number of the circle’s teams, Participation Rate, Close Rate, the number of quality control methods, etc.
This study provides suggestions for D company to make further endeavors with QCC, including: 1. Make Quality Control Circle (QCC) activities enlarged, flexible and simplified, to reduce problems such as excessive report-making workload on employees, and little support from middle level and basic-level supervisors. 2. Combine Quality Control Circle (QCC) activities with suggestion systems, to enhance the employees’ willingness to make improvements through simple procedures for providing suggestions. 3. Establish an e-platform for Quality Control Circle (QCC) activities, to track the progress of the circle’s teams, construct a knowledge-base for the company and accumulate intellectual property for the company, so as to enhance its competitiveness.