品質管理在近十年來一直為國內企業抱以高度期望，營建業從公部門到承包商，陸續推行ISO驗證，認為只要通過驗證，就是優良服務與產品的保證。但由於速成的結果，實際工作流程並未了解透徹，表單的使用亦未消化、簡化，半年一次的定期檢驗，總在前一、兩星期敷衍補足。品管之實際效益似不清楚，反讓人覺得ISO礙手。
　　ISO品質管理系統推行失敗的原因不乏探討，諸如系統設計太複雜、內部員工抗拒改變、權責劃分不清、未與績效結合與跨部門的溝通障礙等。ISO 9000：2000年版似也意會原先版本規定過於複雜，而將其簡化成原則性的管理責任、資源管理、產品實現、績效衡量、分析與改善等四個主要章節，並強調流程方法，及廣義顧客的滿意。
　　本研究以ISO 9000：2000規定為基礎，探討一般工務作業的流程、程序與標準。並以某市政府工務局為對象，就作業標準的有效性、人力資源、顧客滿意與績效衡量等四個面向，分析實務運作，檢討理論與實務間差距。研究方法為，先了解該單位的組織、工作流程、程序、文件、表單等，及其間的關係，分析其重複或不足之處，並找出工作負荷與人力資源關係，內外部顧客與供應者關係，藉助理論提出建議。
　　ISO推行之初遇到的障礙之一，為組織員工對工作內容及工作量調整的抗拒。本研究發展之人力供需衡量模式，以量化數據檢驗組織人力供需情形，使組織能具以調整人力配置。在人力供給與需求相稱的情形下，對組織整體績效提昇有所助益。
　　品質管理不該只是應付，或從製造業做法照章全收，而應從使用組織與工作流程根本考量，徹底了解體質及運作方式。ISO 9000若能做好，其實已是全面管理而不僅是品質管理，本研究特別針對營建業之工務作業做基本的檢查，結果應能較清楚體會ISO 9000：2000之運作要求，供業主與承包商參考。

　　Quality management is highly expected by domestic companies in the past ten years. ISO certification is pursued by public sectors and contractors, because ISO certificate is a symbol for good services and products. However, due to instant and not-well-understood process, the records are not comprehended and simplified, and are mostly finished in one or two weeks before the regular ISO audit every half year. The benefit from quality management is not obvious, and on the contrary, ISO requirements are thought as obstacles.
　　The reasons for the failure in implementing ISO quality management system were discussed by many studies, such as complicated system, resistance to change by employees, unclear authority, no connection with performance and communication barrier between departments. Due to these problems, ISO 9000:2000 had been simplified to cover only four main clauses, including management responsibility, resource management, product realization, as well as measurement, analysis and improvement. Their standards emphasize the process approach as well as the broad customer satisfaction.
　　This research, based on ISO 9000:2000, investigates the processes, procedures and standards of public work administration to analyze the gap between the theory and reality. It also takes one public work bureau as case study in four perspectives: effectiveness of process standards, human resource, customer satisfaction and performance measurement. The research first understands the relevance among the organization, working process, procedures, documents and records; finds out the relationships between work loading and human resource, and customers and suppliers; and analyzes what are insufficient or done repeatedly. Finally, we will make some suggestions based on the findings.
　　One barrier in the beginning of implementing ISO is the resistance to change from employees. This study develops a quantitative model to measure the supply and request of manpower. Supply meeting the request will be beneficial to the overall performance.
　　Quality management should not be perfunctory or just follow the manufacture industry practice. Instead, it should be considered from the organization and work process, and the operation and practice be completely understood. ISO is not only quality management but also total management. This study especially examines the operation and practice of the public work administration. The requirements of ISO 9000:2000 are better understood and the findings can be references for the owners and contractors in the construction industry.

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