The environment of automobile industry in the world is rapidly changing. It is changing of high oil price, technology, environment and construction of competition by newly rising an economic district. Automobile company is focusing on three issue because they want to reinforce competition of automobile industry in the world. That is innovation of production profit management through quality management and Lean. Chance of success is separated in R&D, providing distribution, manufacture, distribution, selling in automobile industry. Emphasis on development process, distribution process, manufacture process, circulation and selling process for strengthening the competitiveness and guarantee. In this thesis, we try to analysis the data set period of automobile production by using survival analysis. While using mean comparison of general statistics commit mistakes, survival analysis can used for including censored data in order to heighten analysis efficiency.

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

The recent dramatic growth of ERP has changed the way organizations conduct their businesses, and resulted in significant tangible and intangible benefits being realized by participating firms. Despite these various benefits, firms still have problems in implementing and diffusing ERP due to some reasons, such as resistance to the change. This study primarily aims at identifying what factors are significantly affecting the diffusion of ERP system and finding out how these identified factors can be effectively managed.