Mid-sized manufacturing companies, which account for 0.7%(5,480 companies), 13.8%(1.169 million persons) of total employment, and 15.7% of total sales, have recently experienced a lot of difficulties in management activities due to the impact of COVID-19, the U.S.-China trade war, and the collapse of global supply chains. To overcome this, revitalization of quality management activities to strengthen corporate competitiveness is emerging as an urgent task. In order for these quality management activities to achieve their intended purpose, the positive leadership of corporate managers is very important above all else. There have been many studies related to positive leadership, but most have focused on charismatic leadership and transformational leadership centered on large companies or small and medium-sized enterprises. Therefore, this study aims to present ways to strengthen the leadership of managers by empirically analyzing how the positive leadership of managers of mid-sized manufacturing companies, which was relatively under-researched, affects quality management activities and Business performance(Balanced Score Card; BSC).

Since the National R&D Innovation Act was enacted in 2022, it became a crucial issue how to qualify or improve R&D activities and disseminate their outcomes. Many organizations have referred to various quality management standards such as the American National Standards Institute/American Society for Quality (ANSI/ASQ) Z1.13, International Organization for Standardization (ISO) 9001, and the American Society of Mechanical Engineers Nuclear Quality Assurance-1 (ASME NQA-1), as a means to set up their own quality system. ISO is the international standard for implementing a quality management system (QMS), which provides a framework and principles for managing an organization’s QMS, with the aim of ensuring that the organization consistently provide products or services that meet regulatory requirements. ISO 9001 can cover all aspects of an organization’s operations, and it can also be expanded to include R&D areas. The introduction of ISO 9001 to R&D aims to improve R&D practices and establish a standardized process framework for conducting R&D. ANSI/ASQ Z1.13 provides quality guidelines for research and consists of 10 sections covering various aspects of research quality, emphasizing ethical conduct, clear objectives, reliable data collection, and analysis. ASME NQA-1 is one of quality assurance standards for nuclear facility applications, but it has been extended and applied to R&D activities in the nuclear fields. It just focuses on planning, procedures, documentation, competence, equipment, and material control. KINAC has conducted extensive research on verifying and regulating nuclear activities while providing support for national nonproliferation technologies and policies. In addition to the quantitative growth achieved so far, efforts are being made to establish a qualitative and integrated management system. As a first step to achieve this goal, this study reviewed international standards and methodologies for research quality and derived the key components for R&D quality management. Moreover, the appropriate outline of quality management system framework was proposed for R&D as a regulatory support process, based on the ISO 9001. The implementation of quality management standards and procedures for R&D in KINAC, which could lead to improved research practices, more reliable data collection and analysis and increased efficiency in conducting R&D activities.

This paper analyzed the management quality activities and performance based on industrial types. We divided the business into four industrial types, manufacturing industry, service industry, medical institution and public enterprise. We analyzed the differences of the elements of management quality in industrial types. The results show that leadership, measurement, analysis and knowledge management and workforce focus categories are not significant and strategic planning, customer and market focus, process management and performance categories are significant. This paper proposes the directions of management quality activities and performance according to industrial types based on these results.

This paper deals with an empirical analysis of the structural relationship among the factors such as quality management activities, organizational learning and firm performance of manufacturing corporations. The findings of the analysis are expected to make lots of contribution to manufacturing corporations establishing strategies for quality management activities and organizational learning. From the analysis, following conclusions and suggestions could be drawn: First, an analysis of the relationship between quality management activities and organizational learning showed that most activities of quality management turned out to exercise great influence upon the factors of organizational learning. This means that the activities of quality management will prompt the members of an organization to actively engage in learning activities individually, by team and organizationally, motivating them to spread such activities across the whole organization, leading ultimately to fundamental renovation of the very organization. Second, from an analysis of the relationship between organizational learning and firm performance, that is, financial and non-financial performances of a company, it was found that most factors of organizational learning have tremendous impact upon financial and non-financial performances of the company. Such result implies that decision and management of the things to be performed in the process of organizational performances are essential to determining firm performance because firm performance depend largely on the outcomes of organizational learning.

  In this age of infinite competition, quality control plays a huge part in deciding whether companies survive or not. In order to successfully solve the fundamental questions of quality in corporate management under the given circumstances, I suggest tha