[논문]품질경영활동이 중소기업 경영성과에 미치는 영향

정수일; 권정훈; 오현승; 이세재; 조진형

doi:10.11627/jkise.2018.41.2.133

품질경영활동이 중소기업 경영성과에 미치는 영향
The Effect of QM Activities on the Management Results of Small and Medium sized Enterprises in South Korea 원문보기

Journal of Korean Society of Industrial and Systems Engineering = 한국산업경영시스템학회지, v.41 no.2, 2018년, pp.133 - 140

정수일 (금오공과대학교 산업공학부) , 권정훈 (금오공과대학교 산업공학부) , 오현승 (한남대학교 산업경영공학과) , 이세재 (금오공과대학교 산업공학부) , 조진형 (금오공과대학교 산업공학부)

Abstract ▼ AI-Helper

In this study, a correlation between execution of quality management activities and their results was verified by applying the Malcolm Baldrige model (hereafter referred to as the MB model) as a quality management performance measurement indicator for small and medium enterprises (SMEs) in South Korea. To achieve this goal, we need to determine whether the categorical requirements in the MB model are recognized consistently in SMEs, as a prerequisite. To this end, factor analysis was conducted for measurement variables in each category, which revealed that the process indicator was made up of six factors and the outcome indicator was made up of five factors, like those configured in the MB model. This result can be interpreted to mean that the requirements in each category of the MB model were well produced and recognized consistently throughout SMEs in South Korea. In addition, the analysis of causality between the process indicator (quality management activities) and the outcome indicator (management results) showed high causality between them. Although the quality management levels of SMEs in South Korea are inferior to those of conglomerates or other national quality award-winning companies, this study is significant in that the causality between quality management activities and results was verified, since this study targeted SMEs in South Korea as the target of investigation. Thus, it is empirically proven that the MB model can contribute to improved management results for SMEs in Korea.

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문제 정의

Furthermore, the analysis of causality between the process indicator (quality management activities) and the outcome indicator (management results) showed high causality between them. Although the quality management levels of SMEs in South Korea are inferior to those of conglomerates or other national quality award-winning companies, this study is significant in that the causality between quality management activities and results was verified, since this study targeted SMEs in South Korea as the target of investigation. Thus, it is empirically proven that the MB model can contribute to improved management results for SMEs in Korea.
Accordingly, the importance of the role of SMEs has been emphasized. This is why this study is focused on SMEs. As of 2009, SMEs accounted for 99.

제안 방법

The higher the score, the more positive the activities and performance that the measurement variables represent. Data collection was conducted via mail and direct visit surveys with SMEs in South Korea from August to September 2012, and quality-related workers and senior managers were chosen as appropriate survey respondents in consideration of the difficulties and characteristics of a survey questionnaire; the data collection aimed to satisfy these conditions as much as possible. Targeting quality-related workers among the members participating in the public training course and quality community (http://www.
First, factor analysis was conducted for the measured variables in each category; this showed that the process indicator was made up of six factors and the outcome indicator was made up of five factors, like those configured in the MB model framework. This result can be interpreted to mean that the categorical requirements of the MB model are consistently recognized by SMEs in South Korea.
This study groups leadership, strategic planning, customer focus, measurement/analysis/ knowledge management, workforce focus, and operations focus, which are categorized as process areas in the MB model, into a process indicator representing a core area of quality management activities. In addition, this study groups five sub-categories of results, categorized as the results area in the MB model, as an outcome indicator, which is a performance area of quality management activities : product and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership and governance outcomes, and financial and market outcomes. The measurement variables for each category are shown in the Appendix.
In the model used to conduct this study, the execution levels of 50 variables in the six categories of the process indicator and the performance levels of 23 variables in the five sub-categories of the outcome indicator were measured using a 5-point Likert scale. The higher the score, the more positive the activities and performance that the measurement variables represent.
In this study, the correlation between execution of core quality management activity areas and management results was verified by applying the MB model as a quality management performance measure for SMEs in South Korea, which has not been studied sufficiently to date.
Although the MB award winner is chosen based on assessment criteria that became a foundation for composing feedback reports, the ultimate objectives of the award are to help raise companies’ performance and execution capabilities and share best management practices for all types of organization, thereby increasing national competitiveness. The assessment criteria of the MB model have been revised many times and finally grouped into seven categories : leadership; strategic planning; customer focus; measurement, analysis, and knowledge management; workforce focus; operations focus; and results.
The MB model divides core areas of quality management into seven categories; categories 1 to 6 are “process” areas that refer to the method of improvement, whereas category 7 is a “results” area. This study groups leadership, strategic planning, customer focus, measurement/analysis/ knowledge management, workforce focus, and operations focus, which are categorized as process areas in the MB model, into a process indicator representing a core area of quality management activities. In addition, this study groups five sub-categories of results, categorized as the results area in the MB model, as an outcome indicator, which is a performance area of quality management activities : product and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership and governance outcomes, and financial and market outcomes.
This study has limitations in that the result cannot be generalized to all SMEs in South Korea because the number of companies in this study was limited and the survey data were collected using a method designed based on the perception of respondents, which made it difficult to control response bias. These limitations will be overcome by generalizing the study results further as the scope of study is expanded and systematized in the future.

대상 데이터

Data collection was conducted via mail and direct visit surveys with SMEs in South Korea from August to September 2012, and quality-related workers and senior managers were chosen as appropriate survey respondents in consideration of the difficulties and characteristics of a survey questionnaire; the data collection aimed to satisfy these conditions as much as possible. Targeting quality-related workers among the members participating in the public training course and quality community (http://www.piuree. com) provided by the Korean Standards Association, 300 survey questionnaires were distributed and 158 returned with responses. Out of these, the data from 116 responses that satisfied our study scope were utilized and analyzed.

데이터처리

Statistical processing of the collected data was done via SPSS 18.0 and AMOS 18.0, and an internal consistency method using Cronbach’s alpha values, factor analysis, and path analysis was employed to analyze the data.

이론/모형

In this study, a correlation between execution of quality management activities and management results was verified by applying the Malcolm Baldrige model (hereafter referred to as the MB model) as a quality management performance measure for small and medium enterprises (SMEs) in Korea, something that has not been studied sufficiently to date. To achieve this goal, it is necessary to determine, as a prerequisite, whether the categorical requirements in the MB model are recognized consistently in South Korean SMEs.
To analyze causality between the process indicator (quality management activities) and outcome indicator (results), a path analysis was conducted using the AMOS structural equation model.

성능/효과

The result obtained using Cronbach’s alpha values, the most widely and generally used reliability analysis method of testing the homogeneity of measurement items, showed that the reliabilities of all factors in the study model were above 0.7 for the process and outcome indicators, which showed high internal consistency.
In the analysis results, the measurement variables of each category in the process and outcome indicators were grouped by category as defined in the study design. Therefore, it was verified that all factors in the process and outcome indicators in this study secured the required construct validity.
7 for the process and outcome indicators, which showed high internal consistency. Therefore, it was verified that all factors in the process and outcome indicators in this study secured the required reliability. In addition, the varimax factor analysis, which is widely used for validation analysis, was employed, and the items that discouraged unidimensionality were removed.

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