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  • 1
    Online Resource
    Online Resource
    Research on Value Creativity of Taiwan’s Small and Medium‐sized Enterprises
    Emerald ; 2007
    In:  Asian Journal on Quality Vol. 8, No. 1 ( 2007-04-17), p. 99-119
    Details
    In: Asian Journal on Quality, Emerald, Vol. 8, No. 1 ( 2007-04-17), p. 99-119
    Abstract: This research probes into the execution of small and medium‐sized enterprises’ value creativities by a difference analysis with different classifications, different capital, different turnover, different employees, and different established years. This study develop a questionnaire about value creativity with five dimensions and thirty‐five items according to “Valuation” by McKinsey and Company, Inc. and Copeland et al., such as: “Aspiration and target,” “Portfolio management,” “Organization design,” “Process management,” and “Business and individual performance management.” The results are as follows: (1) Most small and medium‐ sized enterprises (SMEs) have executed value creativities; (2) There is a difference in the execution of value creativities between the livelihood industry and the chemical industry; the execution of value creativities by livelihood industry is better than the chemical industry; (3) For value creativities of the execution of different capital and turnover for SMEs, bigger entities are better than smaller ones; (4) For the value creativities of the execution of different numbers of staff in SMEs, those with more staff are better than those with fewer staff; (5) For the value creativities of the execution of different established years for SMEs, those established longer are better than those established shorter.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200700007
    Language: English
    Publisher: Emerald
    Publication Date: 2007
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  • 2
    Online Resource
    Online Resource
    Research on Current Execution of Customer Support Knowledge Management System of Medical Appliances Industry
    Emerald ; 2007
    In:  Asian Journal on Quality Vol. 8, No. 3 ( 2007-12-18), p. 46-70
    Details
    In: Asian Journal on Quality, Emerald, Vol. 8, No. 3 ( 2007-12-18), p. 46-70
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200700025
    Language: English
    Publisher: Emerald
    Publication Date: 2007
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  • 3
    Online Resource
    Online Resource
    A study of Constructing Knowledge Management for Taiwan’s Small and Medium‐sized Enterprises by Successful Factors
    Emerald ; 2006
    In:  Asian Journal on Quality Vol. 7, No. 1 ( 2006-04-17), p. 60-89
    Details
    In: Asian Journal on Quality, Emerald, Vol. 7, No. 1 ( 2006-04-17), p. 60-89
    Abstract: In the Knowledge‐based Economic Era, all of the enterprises are facing global competitive pressure. The activities of knowledge accessing, codifying, and application will ogviously become the main inner function on enterprise operation. Knowledge will be the primary competitive advantage; therefore, he who wants to hold the competitive advantage should do the knowledge management (KM) very well. In this study, we cconstruct the research dimensions and variances by the successful factors of KM, which had been practiced very well by big enterprises inside and outside our country, and which was recommended by the related scholars. In order to approach the differences between big enterprises and small and medium‐sized enterprises (SMEs) towards implementing KM, this study takes the way of questionnaire investigation to do empirical analysis and to construct the model of KM by path analysis. The study found out when implementing KM, SMEs should highlight “leadership”, “library‐architecture”, and “corporate culture” these three aspects, while “information technology” and “performance evaluation” these two aspects show no remarkable influence. It shows that he who wants to construct KM might not too overweight on information technology to build the KM system. Therefore, we suggest when implementing KM enterprises should reinforce the corporate culture by sharing, organized KM process, learning environment for all employees, and highly authorization by top managers in order to reach the expectant success of KM. The result of this study offers practical thinking directions to reach the expectant success for the policy makers in SMEs, who are accessing to or evaluating to implement KM.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200600005
    Language: English
    Publisher: Emerald
    Publication Date: 2006
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  • 4
    Online Resource
    Online Resource
    A Systems Dynamics Study of Enterprise Value Creation – the Example of Taiwan’s SMEs
    Emerald ; 2006
    In:  Asian Journal on Quality Vol. 7, No. 1 ( 2006-04-17), p. 128-160
    Details
    In: Asian Journal on Quality, Emerald, Vol. 7, No. 1 ( 2006-04-17), p. 128-160
    Abstract: With the globalization of economy, industries are facing increasingly greater challenges. Business integration, both internally and externally, is undoubtedly an important topic. However, how does an enterprise create its own value will be the key to an enterprise’s success in the future. Therefore, this study bases on the evaluation of company value to assess the key factors and competitive strategies of an enterprise. Yet, only with stable enterprise performance can the company value be correctly evaluated. This will be an important issue for enterprise performance and business strategy. Subject of this study are mainly small and medium‐sized enterprises (SMEs). Model construction for SME value assessment is established through the sytem dynamics approach. Scholars’ opinions on literature validation and application of Delphi Method are explored through literature review on local and foreign studies, in order to compile the relevant perspectives and indices for enterprise value creation. Hence model construction of the value creation system is established, and the correlation between the perspectives and related factors is explored to understand the overall dynamics model of SMEs’ value creation system. Consequently, a research method based on the system dynamics perspective is provided for the study of enterprise value creation is provided, as policy reference for improvement of decision‐making and value creation.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200600009
    Language: English
    Publisher: Emerald
    Publication Date: 2006
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  • 5
    Online Resource
    Online Resource
    The Compensation of Machine Vision Image Distortion
    Emerald ; 2004
    In:  Asian Journal on Quality Vol. 5, No. 1 ( 2004-04-17), p. 68-84
    Details
    In: Asian Journal on Quality, Emerald, Vol. 5, No. 1 ( 2004-04-17), p. 68-84
    Abstract: The measured values of a same object should remain constant regardless of the object’s position in the image. In other words, its measured values should not vary as its position in the image changes. However, lens’ image distortion heterogeneous light source, varied angle between the measuring apparatus and the object, and different surroundings where the testing is set up will all cause variation in the measurement of the object when the object’s position in the image changes. This research attempts to compensate the machine vision image distortion caused by the object’s position in the image by developing the compensation table. The compensation is accomplished by facilitating users to obtain the correcting object and serves the objective of improving the precision of measurement.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200400006
    Language: English
    Publisher: Emerald
    Publication Date: 2004
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  • 6
    Online Resource
    Online Resource
    Research on Using Six Sigma Tool to Reduce the Core Process Time
    Emerald ; 2008
    In:  Asian Journal on Quality Vol. 9, No. 1 ( 2008-04-17), p. 94-102
    Details
    In: Asian Journal on Quality, Emerald, Vol. 9, No. 1 ( 2008-04-17), p. 94-102
    Abstract: When facing the global severe competition, the enterprises all try their best to upgrade the quality, reduce the costs to reach the goal of customer satisfaction. Motorola was the earliest firm creating the term Six Sigma (6 σ); GE was the enterprise successfully fulfilling Six Sigma. The success of these two firms revealed the prominent effects and became the worldclass model enterprises. The main purpose of promoting Six Sigma activity was to reduce the possible defects in the business process to the least through designing and monitoring business process in order to reach the goals such as the best quality and efficiency, the lowest costs, the shortest circular process time, maximum profits and customer satisfaction. This research used the Six Sigma technique to improve the business process of ceramics manufacturing plant and find out the major factors of slower core task time by the analytical process of Process Mapping, Pareto Chart, Simul8 simulation software and figures and proposed the improvement measures. Through the confirmation of the case companies, it successfully reduced the core process time and the organizational costs and increased the capacity.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200800006
    Language: English
    Publisher: Emerald
    Publication Date: 2008
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  • 7
    Online Resource
    Online Resource
    Prevalence of Musculoskeletal Symptoms in Taiwan’s Traditional Industries
    Emerald ; 2004
    In:  Asian Journal on Quality Vol. 5, No. 2 ( 2004-08-21), p. 79-88
    Details
    In: Asian Journal on Quality, Emerald, Vol. 5, No. 2 ( 2004-08-21), p. 79-88
    Abstract: The purpose of this study was to analyze the prevalence of self‐reported musculoskeletal symptoms among the three Taiwan’s traditional industries as lathe, electronics and food by the Nordic Musculoskeletal Questionnaire (NMQ). Moreover, the study was also to make a comparision among the aforesaid industries for revealing their differences. The result of the questionnaire indicated that the symptoms appeared on the three industries were all originated from four parts as neck, shoulders, elbows, and wrists/hands. More than 68 per cent of the interviewers’s thought that their symptoms might be related to their work. However, the rate of harmful influence resulted from life or job was over 50 per cent. As to the respect of the interviewers’ attitude in treating their symptoms, more than 80 per cent of them neglected or just treated the symptoms by massaging or cold/hot compressing and resting. From the questionnaire, the proportion of symptoms discussed in each item inicated that the distribution, in perceiving symptom, of interviewers were not quite identical; however the Chi‐square test discovered majority did not reach 0.05 levels, hence the difference among industries were not significant.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200400015
    Language: English
    Publisher: Emerald
    Publication Date: 2004
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  • 8
    Online Resource
    Online Resource
    The Application of Machine Vision to IC Surface Inspection
    Emerald ; 2003
    In:  Asian Journal on Quality Vol. 4, No. 2 ( 2003-08-21), p. 50-64
    Details
    In: Asian Journal on Quality, Emerald, Vol. 4, No. 2 ( 2003-08-21), p. 50-64
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200300019
    Language: English
    Publisher: Emerald
    Publication Date: 2003
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  • 9
    Online Resource
    Online Resource
    Analysis of Production Process Improvement with Life Cycle Assessment Technology˜ Example of HDPE Pipe Manufacturing
    Emerald ; 2007
    In:  Asian Journal on Quality Vol. 8, No. 2 ( 2007-08-21), p. 32-56
    Details
    In: Asian Journal on Quality, Emerald, Vol. 8, No. 2 ( 2007-08-21), p. 32-56
    Abstract: Life Cycle Assessment (LCA) aims to analyze possible impact upon manufacturing process and availability of products, and also study the environmental considerations and potential influence during entire life cycle ranging from procurement, production and utilization to treatment (namely, from cradle to tomb). Based on high‐density polyethylene (HDPE) pipe manufacturing of company A, this case study would involve evaluation of environmental influence during the production process. When the manufacturing process has been improved during “production process” and “forming cooling” stage, it is found that capital input on “electric power” and “water supply” could be reduced, thus helping to sharpen the competitive power of company A, and also ensure sustainable economic and industrial development in accordance with national policies on environmental protection.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200700013
    Language: English
    Publisher: Emerald
    Publication Date: 2007
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  • 10
    Online Resource
    Online Resource
    A Study of Environmental Management Investment Allocation
    Emerald ; 2008
    In:  Asian Journal on Quality Vol. 9, No. 2 ( 2008-08-21), p. 57-77
    Details
    In: Asian Journal on Quality, Emerald, Vol. 9, No. 2 ( 2008-08-21), p. 57-77
    Abstract: The 21st century is a new century of environmental protection. Environmental protection is one of the most important subject matters yet to come. Moreover, as the public pays more attention to environmental problems, enterprises should increase their investment in environmental management. Therefore, determining the investment level for environmental management and allocating the investment to associated environmental management activities has become a major task. The principal and agent theory and sales response functions are used for analysis in this research. The allocation of capital investment in environmental management is found to have significant impact on the aggregate sales response, aggregate profit and investment level. Therefore, in preparing the budget for environmental management, enterprises should focus on investment allocation decisions, determine the investment level and allocation method using integrated means, and apply submarket data in the allocation decision‐making process. In other words, in setting the investment level, executive management should take managers’ willingness into consideration. In allocating capital investment, managers should identify the optimal allocation method based on submarket characteristics.
    Type of Medium: Online Resource
    ISSN: 1598-2688
    URL: Article
    DOI: 10.1108/15982688200800017
    Language: English
    Publisher: Emerald
    Publication Date: 2008
    detail.hit.zdb_id: 2529740-5
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