SYNOPSIS OF THESIS 1
CHAPTER ONE INTRODUCTION 5
1.1 BACKGROUND OF THE ORGANIZATION 5
1.2 THE NEED FOR CHANGE 5
1.2.1 The Twentieth Century Revolution 5
1.2.2 Information Technology 6
1.2.3 Quality Revolution 6
1.2.4 Internationalism 7
1.2.5 The Combined Change 7
1.3 MAJOR FACTORS DRIVING THE CHANGE 7
1.3.1 Change in Socio-Economic Structure 7
1.3.2 Public Awareness and Expectation 8
1.3.3 Government Encouragement 9
1.3.4 Housing Authority Certification to ISO 9001 9
1.3.5 The General Business Environment in China 10
1.3.6 Profile of the Elevator Business in China 12
1.3.7 China's Labor Force 14
1.4 CHANGES TO THE ORGANIZATION WITH THE INTRODUCTION OF A QUALITY SYSTEM 15
1.5 PROBLEM STATEMENT 16
1.5.1 Existing Problem of China World Largest Escalator Manufacturer Service Division 17
1.5.2 Research Question and the matic concern 17
1.6 RESEARCH OBJECTIVE 18
1.6.1 Overall Objectives 19
1.6.2 Sub-Objectives 19
1.7 THE RESEARCH PARTICIPANTS 19
1.7.1 World Largest Escalator Manufacturer Group and China World Largest Escalator Manufacturer 19
1.7.2 The People Involve in the Research 23
1.7.3 About the Researcher 23
1.7.4 The Client Profile 24
1.8 THE SERVICE 25
CHAPTER TWO LITERATURE REVIEW 27
2.1 THE QUALITY MANAGEMENT SYSTEM OF ORGANIZATIONAL CHANGE 27
2.1.1 Philip Crosby 27
2.1.2 W.Edwards Deming（1900～1993） 28
2.1.3 Joseph Juran（1904～） 29
2.1.4 Kaoru Ishikawa（1915～1989） 30
2.1.5 Genichi Taguchi 31
2.1.6 Armand V.Feigenbaum 33
2.1.7 Lewin，Kurt（1890～1947） 35
2.1.8 Argyris，Chris（1923～） 35
2.1.9 Scon，Donald（1930～1997） 37
2.1.10 Senge，Peter M.（1947～） 37
2.1.11 Influence of Quality and Management Gurus to the Elevator Industry 38
2.1.12 Resistance to Change 40
2.1.13 Change Versus Transition 43
2.1.14 Rationale of the Construction of the Transition Management in the Dissertation 44
2.1.15 Research Design Strategies 47
2.2 THE FIRM SPECIFIC ENVIRONMENT—TO CONVERT THE CHINESE CULTURE INTO A VALUE-ADDED ELEMENT 48
2.2.1 The Chinese Workforce 48
2.2.2 The Influence of Confucianism 49
2.2.3 The Experience of Process Improvement Program in a "Westernized Chinese" Society-Hong Kong 50
2.2.4 Corporate and Cultural Change 53
2.3 EXPERIENTIAL LEARNING 54
2.3.1 Classification of Training and Development 56
2.3.2 The Importance of Reflection 57
2.3.3 The Action Research Cycle 58
2.3.4 The Elements of Action Research 60
2.3.5 The Implementation of Action Research 61
2.3.6 Humanistic-Democratic Values that led to Continuous Spontaneous Process Improvement 61
2.3.7 The Role of Facilitator 62
2.3.8 Other Considerations of Action Research 63
2.3.9 Summary of Action Research Method Characteristics 65
2.4 OPTIMISATION OF THE EFFECTIVENESS OF ACTION RESEARCH AS A VEHICLE OF PROCESS IMPROVEMENT 66
2.4.1 Productive Process Management 66
2.4.2 Participative Learning about Organizational Values 69
2.4.3 Managing Moods and Emotions throughout the Research 71
2.4.4 Triangulation 71
2.5 LEARNING ORGANIZATION 72
2.5.1 Definition of Learning Organization 72
2.5.2 The Concepts of Learning Organization 73
2.5.3 Learning Organization in Action 76
2.6 LIMITATIONS AND CHALLENGES OF ACTION RESEARCH 83
2.7 RELATIONSHIPS BETWEEN THE PRIOR FINDINGS AND THE RESEARCH QUESTIONS 84
CHAPTER THREE THE RESEARCH MODEL，ACTION RESEARCH METHOD AND HYPOTHESES 87
3.1 RESEARCH MODEL OF CHANGE PROCESS OF QUALITY SYSTEM 87
3.2 MODEL OF EVALUATION OF QUALITY SYSTEM 88
3.3 RESEARCH METHODOLOGY 92
3.4 LIMITATION OF STUDY 93
3.5 ACTION RESEARCH METHOD 93
3.6 THE ACTION RESEARCH CYCLE 94
3.7 THE ELEMENTS OF ACTION RESEARCH 96
3.8 AN ANALYSIS OF THE OPERATION OF THE MAINTENANCE DEPARTMENT 99
3.9 THE FORMATION OF PROCESS IMPROVEMENT TEAM AND ITS EVOLVED PARTIES 99
3.9.1 The Process Improvement Team 100
3.9.2 The Process Improvement Workshop 104
3.10 THE PROCESS IMPROVEMENT ROADMAP 108
3.10.1 What Happens Now 109
3.10.2 Listening to the Future Customers 112
3.10.3 Investigating Process Details 114
3.10.4 Finalizing the New Process Design 116
3.10.5 Implementation 121
3.11 EVALUATION 124
3.51 Research Questions of the Survey After Each Spiral 124
3.52 Data Collection，Sampling And Sampling Procedures 124
3.53 Research Instruments 125
3.12 THE RESEARCH SPIRAL 127
3.13 THE STRUCTURE OF THE DISSERTATION 129
CHAPTER FOUR DATA ANALYSIS AND EVALUATION 133
4.1 CONTRACTOR'S QUALITY SYSTEM 133
4.2 QUALITY BARRIER OF QUALITY IN ELEVATOR INDUSTRY IN HONG KONG 134
4.2.1 Difficulty in Change of Culture 135
4.2.2 Fear/resistance to Change the Way They Do Things 135
4.2.3 Lack of Top Management's Commitment 136
4.2.4 Inadequate Knowledge of Quality Management System 136
4.2.5 Lack of Expertise in Quality Management 137
4.2.6 Inefficient Internal and External Communication Network 137
4.2.7 Insufficient Quality Training and Education 138
4.3 FACTOR EFFECTING QUALITY CONSTRUCTION IN HONG KONG 138
4.3.1 Role of Divisional Top Management and Quality Policy 138
4.3.2 Role of the Quality Department 139
4.3.3 Role of Training 139
4.3.4 Role of Process Management/Operating Procedures 140
4.3.5 Usage of Quality Data And Reporting 141
4.3.6 Employee Involvement 141
4.4 CRITICAL SUCCESS FACTORS FOR ELEVATOR INDUSTRY IN HONG KONG AND CHINA 142
CHAPTER FIVE CASE STUDY OF QUALITY SYSTEM IN CHINAWORLD LARGEST ESCALATOR MANUFACTURER 144
5.1 PROBLEMS OF IMPLEMENTATION OF QUALITY SYSTEM IN CHINA WORLD LARGEST ESCALATOR MANUFACTURER 144
5.1.1 Lack of Management Commitment 146
5.1.2 Documents Control 148
5.1.3 Lack of Site Staff，Labor Involvement 149
5.1.4 Lack of Staff Commitment 150
5.1.5 Huge Documentation and Paper Works 152
5.1.6 Increase in Employees' Work Load 152
5.2 MODEL OF THE CHANGE PROCESS OF QUALITY SYSTEM，IMPLEMENTATION FOR CHINA WORLD LARGEST ESCALATOR MANUFACTURER 153
5.2.1 Step 1:Management Commitment 153
5.2.2 Step 2:The quality improvement team 154
5.2.3 Step 3:Measurement 155
5.2.4 Step 4:The Cost of Quality 157
5.2.5 Step 5:Quality Awareness 157
5.2.6 Step 6:Corrective Action 158
5.2.7 Step 7:Zero Defects Planning 158
5.2.8 Step 8:Employee Education 159
5.2.9 Step 9:Zero Defects Day 160
5.2.10 Step 10:Goal Setting 160
5.2.11 Step 11:Error-Cause Removal 160
5.2.12 Step 12:Recognition 161
5.2.13 Step 13:Quality Councils 161
5.2.14 Step 14:Do it All Over Again 162
CHAPTER SIX THE FIRST SPIRAL 163
6.1 THE EXECUTION OF CURRENT PROCESS REVIEW AND EXPERIENCE SHARING 165
6.1.1 Training of Facilitators 165
6.1.2 Complete review of the Current Process 166
6.1.3 The identification of problems 167
6.1.4 The identification of the needs of process customers 170
6.1.5 Structuring Customer Needs 171
6.2 FEEDBACK STAGE 172
6.3 THE PROBLEMS AS FOUND IN THE PROCESS IMPROVEMENT TEAM DISCUSSION 173
6.4 THE PLANNING STAGE-A REORGANIZATION OF THE OPERATION PROCESS 174
6.5 THE IMPLEMENTATION 178
6.6 EVALUATION OF THE FIRST SPIRAL 179
6.6.1 Findings of the First Research 179
CHAPTER SEVEN THE SECOND SPIRAL 181
7.1 IDENTIFICATION STAGE OF THE SECOND SPIRAL 184
7.1.1 Categorization Of The Major Problems In Quality And Reliability 187
7.1.2 Availability 188
7.2 PLANNING THE IMPROVED TECHNICAL SERVICE SCHEME 188
7.3 IDENTIFICATION OF THE PROBLEM IN CUSTOMER LOYALTY 190
7.3.1 Customer Segmentation 192
7.3.2 The Performance Gaps 194
7.3.3 Planning to Manage the Performance Gap 196
7.3.4 The Amalgamated Customer Loyalty Management Implementation 198
7.4 CUSTOMER LOYALTY MANAGEMENT ACTIVITIES IN THE SHENZHEN OFFICE OF CHINA WORLD LARGEST ESCALATOR MANUFACTURER（AN EXAMPLE OF THE IMPLE-MENTATION） 207
7.4.1 Who Is The Customer？ 207
7.4.2 Why Customer Focus？ 207
7.4.3 Objectives 208
7.4.4 Organization And Structure 208
7.4.5 What Has Been Done？ 209
7.4.6 Decentralization 209
7.4.7 Interviews 210
7.4.8 Training 210
7.4.9 Customer Focus Group 210
7.4.10 Findings 211
7.4.11 Survey Findings 213
7.4.12 Following Meeting 214
7.4.13 Monthly Meetings 214
7.4.14 Customer Database 214
7.4.15 Other parts of the Customer Focus project 215
7.4.16 Highlights 215
7.4.17 Experience of the pilot 215
CHAPTER EIGHT EVALUATION STAGE FOR THE SECOND SPIRAL 217
8.1 CUSTOMER SATISFACTION 217
8.1.1 The Impact of Process Improvement 217
8.1.2 Conclusion of the Evaluation 218
8.1.3 The Correlation Between The Four Kinds Of Service 218
8.2 EMPLOYEE COMMITMENT 219
8.2.1 The Impact of Process Improvement 219
8.2.2 Conclusion of the T-Test 220
8.2.3 The Correlation Between the Four Kinds Of Service 221
8.2.4 Comparison Between the Mean Values Before and After the Process Improvement 221
CHAPTER NINE DISCUSSION AND CONCLUSIONS 223
9.1 RESULT 223
9.2 SOLUTION AND RECOMMENDATIONS 225
9.2.1 People-the Staff 225
9.2.2 Strategies-Corporate policies and Goals 226
9.2.3 Technologies-Office Automation and Information Technology（Communication） 227
9.2.4 Environment-the Public，Clients and Suppliers（Customer Support） 227
9.2.5 Structure-Manpower Resources and Special Set-Up 228
9.2.6 Culture-Continuous Pursuit 229
9.3 JUSTIFICATION FOR THE RESEARCH AND THE LATER SPIRALS 230
9.4 IMPACT OF THE PROCESS IMPROVEMENT CAMPAIGN ON ORGANIZATIONAL CHANGE 231
9.4.1 The Initiation of a Participative Learning Corporate Culture 232
9.4.2 Changes in the Workers' Role 233
9.4.3 Changes in Ways to Raise Productivity 233
9.4.4 Changes in the Conservative Management Style 234
9.5 POLICY IMPLICATION 235
9.5.1 The Integration of Self-Directed Learning And Institution-Directed Training Process 235
9.5.2 Strategies to Control the Resistance to Changes 237
9.6 SUGGESTIONS FOR FURTHER STUDIES 238
9.7 CONCLUSION 239
BIBLIOGRAPHY＆REFERENCES 241
APPENDICES QUALITY MANAGEMENT PRACTICES 246
经验分享 258
SHAREING OF EXPERIENCE 258