The philosophy of ¡uTotal Quality Management¡vis an innovative management of full directions, it represents a whole new cultures, and the TQM bas been applied as the universally managerial solution for countries, enterprises, governments and organizations to promote the innovation and product improvements, all members of the organization shall devote himself or herself and pay their all energies to focus on and achieve the goal -¡uTo create the most perfect products and services for customers¡v. IT department, a member of organization which executing TQM, in order to reach the purposes of total improvements, IT department shall participate and execute practically just like other departments. By exploring and analyzing the literature theories, the practical case of IT deparment which deploys the TQM activities, interviews, this research applies CASE STUDY method to research for the key issues of¡uIT department executes TQM¡vas below: A. The IMPORTANCES between IT department and TQM. B. Why shall IT department execute TQM. C. The needed conditions for IT department to execute TQM. D. The ROLEs for the LEADER and STAFFs of IT department to execute TQM. E. The MODULE for IT department to execute TQM. F. The defects of the initial execution. Wish the discoveries and suggestions of the research can be references to the IT department which is going to or already runs TQM.

The quality control of products during manufacturing before World War II was independent of the manufacturing process to assure the unique and best quality of goods. Of which characteristics is to control the quality of products after finishing. Due to the total quality management has initiated recently, the feedback of consumer¡¦s preference, raw materials¡¦ supply, design of products, manufacturing, check-up, selling strategy and after-sales service arose from the manufacturers. The crucial competition in enterprise management has become the essential debate i.e., innovative and high-grade products are needed concurrently. Innovation is the threshold of the sustained yield of an enterprise, but to meet and give rise to the requirements of clients through the market survey. Additionally, we should incorporate a new management system with innovation ¡V reduce the capital, develop up-to-date techniques, to attain the target of sustained yield. By using the new methods of enterprise management system and proposing novel recipes that can achieve an admirable target in business management in the twentieth-one century. Because of the specific needs in high-precision and great capital investment in semi-conductor industry, any rejects may lead to earnings loss. Thereafter, the increase in accepts is the main target to pursue for semi-conductor industry. Enhancing the accept percentage is synonymous with profit-based market. Reducing the reject percentage will lead to increasing the profit of business. ¡§Quality Control is the main trend in twentieth-one century¡¨ said Mr. J.M.Juran ¡V an American expert of quality control ¡V in American Society of Quality Control (ASQC). For instances, the reject rate of electronics has been reduced from 0.001 to ppm (parts per million), even to ppb (parts per billion). In view of the previous 3 £mdefect, the reject rate is 2.7 ¡Ñ10 -3 under the state in statistical control, but it has been dropped to 2 ppb (2 ¡Ñ10 -9 ) in a new 6 £mdefect. In other words, the new level of reject rate has been reduced to 1.35 million times that of the previous standards. We call this standard likewise ¡§Ultra severe quality requirements¡¨. Face the severe challenge of quality control and the strong competition, a novel quality control is beneficial to the sustained yield of semiconductor industry. The purpose of this study tries to investigate the feasibility of the application of ultra severe quality requirements to a semiconductor company. And describing the methodology of 6£mthat focuses on process improvement and variation reduction.

Abstract Six Sigma is a management philosophy that is widely accepted among global industries. This study reviews literature on the definitions of Six Sigma and business strategy. Also, the study constructs a preliminarily exploration model of integrating Six Sigma program with business strategy. The exploration model for business excellence includes independent dimensions of business strategy, Six Sigma implementation and the dependent dimension of quality performance. The dimensions of business strategy include the variables for organizational culture, organizational assessment, strategy formulation and improvement methodology. Meanwhile, the dimension of Six Sigma implementation includes steering organization of Six Sigma, skills of quality improvement, integrating orientation of quality improvement and performance bottom-line. The dependent dimension of quality performance is based on employees¡¦ motivation, customer satisfactory, increasing profit and deceasing cost. 1. For an exploration model integrating Six Sigma activities with business strategy, the organizational culture variable is the most important factor. The top management must have commitment towards the Six Sigma activities, involvement in the Six Sigma training and emphasis on customer satisfaction to enhance the integration of Six Sigma with business strategy. 2. The more integrated the dimension of business strategy, and then the variable of steering organization is more confirmed. The variable of skills of quality improvement will produce efficiently, performance bottom-line will be good outcome and integrating orientation of quality improvement is positively. 3. The 8 variables with the model of integrating Six Sigma activities with business strategy are positively related with the index of quality performance. The variable of strategy formulation within the dimension of business strategy and the variable of integrating orientation of quality improvement within the dimension of Six Sigma implementation are most highly related with the index of quality performance. It means that Six Sigma strategy must be confirmed and the business resource must be integrated to reach quality performance. 4. The key factors in the predicted model of quality performance by multiple regression methodology are as follows in sequential order: integrating orientation of quality improvement, performance bottom-line, organizational assessment, improvement methodology, organizational culture, skills of quality improvement, and steering organization. The best predictor is the variable of integrating orientation of quality improvement. It implies that the quality activities must be combined with management by objective, quality skills training must be implemented continuously and quality plans by executed by project for reach best quality performance. This study concludes that the firms do not necessarily have to adopt Six Sigma activity to reach excellent performance. Integrating the management activities of business strategy will help balance the technical elements of Six Sigma implementation for quality performance, and the business strategy dimensions that will make implementing Six Sigma more effective.

Thesis (M.S.) in Ecology and Environmental Science--University of Maine, 2004. / Includes vita. Includes bibliographical references (leaves 67-74).

Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (M.S.)--California Polytechnic State University, 2009. / Mode of access: Internet. Title from PDF title page; viewed on Jan. 21, 2010. Major professor: Dr. Tryg Lundquist. "Presented to the faculty of California Polytechnic State University, San Luis Obispo." "In partial fulfillment of the requirements for the degree [of] Master of Science in Civil and Environmental Engineering." "December 2009." Includes bibliographical references (p. 210-219).

Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references. Available also from UMI/Dissertation Abstracts International.

Thesis (M.S.)--University of Wisconsin--Stevens Point, 2009. / Submitted in partial fulfillment of the requirements for the degree Master of Science in Natural Resources (Water Resources), College of Natural Resources. Includes bibliographical references (leaves 28-29).

Thesis (M.S.)--West Virginia University, 2004. / Title from document title page. Document formatted into pages; contains xi, 96 p. : ill. (some col.), map. Includes abstract. Includes bibliographical references (p. 75).

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Environmental Sciences." Includes bibliographical references (p. 288-298).