• Title, Summary, Keyword: Six-sigma

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Literature Review of Six Sigma : Focused on Korean Research Papers (6시그마 문헌 연구 : 국내 연구를 중심으로)

  • Lee, Seung-Hyeon;Park, Kwang-Tae
    • Journal of the Korean Society for Quality Management
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    • v.35 no.1
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    • pp.97-112
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    • 2007
  • Six Sigma methodology has been evolved since it was first introduced in late 1980's and the number of company which adopts Six Sigma is getting increased. Therefore, it is timely that ire review research papers on Six Sigma extensively. We review 85 papers published in Korea by April 2006 and classify them based on research contents and methodology. We suggest future research issues and fields which can adopt Six Sigma methodology.

Organizational Self-Assessment for Six Sigma Initiative

  • Park, Young-Taek;Kang, Hyun-Jung
    • The Asian Journal on Quality
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    • v.6 no.1
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    • pp.1-7
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    • 2005
  • Six sigma is much less of a technical program than it is a leadership and cultural change program. Nevertheless, most of literatures on six sigma have mainly focused on technical and tactical aspects. This paper introduces a self-assessment for six sigma initiative in a major Korean software company. The self-assessment gives a valuable clue to how to manage leadership and cultural aspects of six sigma initiative.

Six Sigma: A Fascinating Business Strategy and Its Contributions for Quality Innovation

  • Park, Sung H.
    • The Asian Journal on Quality
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    • v.2 no.1
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    • pp.58-68
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    • 2001
  • Six Sigma was introduced into Korea in 1997, and it is regarded as a fascinating management strategy in many Korean companies. First of all, the reasons why Six Sigma is fascinating are given and a smart way to introduce Six Sigma is illustrated. Seven step procedures to introduce Six Sigma are explained. Next, the differences of problem-solving processes for project team activities for R&D, manufacturing, and service areas are compared. Third, a typical process for R&D Six Sigma is proposed, and major activities and scientific methods at each process step are suggested. Fourth, some differences between Six Sigma project team and quality circle team are presented. Finally, a Six Sigma model for e-business is proposed and briefly explained.

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Analysis of Lean Six Sigma Methodology for Postal Logistics (우편물류 프로세스 개선을 위한 Lean Six Sigma 적용 방법론 분석)

  • Kim, E.H.;Park, J.H.
    • Electronics and Telecommunications Trends
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    • v.22 no.2
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    • pp.92-101
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    • 2007
  • Lean six sigma는 six sigma에 lean 개념을 접목시켜, 부가가치를 창출하지 못하는 프로세스 단계를 먼저 제거하여 프로세스 속도나 사이클 타임을 향상시키는 프로세스개선 방법론을 의미한다. Six sigma의 최우선 목표가 품질 개선이라면 lean은 생산 공정의 낭비제거에 초점이 맞춰져 있다. 그러나 quality와 함께 speed, cost를 고려하지 않는다면 프로세스의 속도나 투자자본의 감소를 개선하기 어려울 것이다. Lean six sigma는 lean의 속도와 six sigma의 무결점, 이 두 가지에 집중하여 원치 않는 복잡성을 제거하고 고객에게 집중하고 무결점 서비스를 제공하는 것이다. 본 연구에서는 우편물류에 lean six sigma를 적용한 프로세스 개선 방법론을 제시한다.

A Six Sigma Methodology and Case Study on Transactional Processes (사무간접부문의 6시그마 방법론과 적용 사례연구)

  • Cho, Nam-Wook;Cho, Chi-Woon
    • Journal of the Korean Society for Quality Management
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    • v.33 no.3
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    • pp.105-113
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    • 2005
  • Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes. Most companies have taken company-wide six sigma initiatives to also improve transactional and R&D processes. However, due to the limitation of existing methodologies, numerous difficulties arise during the six sigma application to non-manufacturing processes. In this study, a modified six sigma framework is proposed to facilitate six sigma implementation to transactional processes. The newly developed framework is applied to a six sigma project of the new product launching process of a marketing area.

A Study of Lean DFSS through the Creative Value Design

  • Lee, Kang-Koon;Ree, Sang-Bok;Park, Young-H.
    • The Asian Journal on Quality
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    • v.6 no.3
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    • pp.121-131
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    • 2005
  • Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma-consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an example, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

Selection of Six Sigma Key Ingredients (6시그마 핵심구성요소 선정)

  • Cho, Ji-Hyun;Jang, Joong-Soon
    • Journal of the Korean Society for Quality Management
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    • v.34 no.4
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    • pp.22-32
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    • 2006
  • In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

Improvement of Six Sigma DMAIC Processes by Applying Lean Six Sigma Theory (린식스시그마의 개선영역을 통한 식스시그마 DMAIC 프로세스의 발전 방안)

  • Kwon, O-Bin;Lee, Seung-Hyun;Son, Jae-Ho
    • Proceedings of the Korean Institute Of Construction Engineering and Management
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    • pp.551-556
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    • 2008
  • Six Sigma keeps its continuous change in terms of its strategies and methodologies for 20 years since it is introduced in the industry Developing innovative business management strategies creating a higher synergy effect has been Pursued by combining Six Sigma and different business strategies. In fact, various research studies have been performed for grafting lean production theory with Six Sigma concept. Specifically, the companies which obtained positive results from the applications of Six Sigma are trying to adopt Lean Six Sigma theory for their business strategies. However, the research studies or the applications of Lean Six Sigma are insufficient in the construction industry compared to the other industries such as manufacturing. In order to deal effectively with this issue, this research study suggests the improved and restructured Six Sigma DMAIC processes by embodying the existing Six Sigma DMAIC processes applied on construction projects and improving them through the improvement territories of Lean Six Sigma studied in advance.

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The effects of employee's success experience on business performance in six sigma activities (6시그마 혁신활동에 있어서의 구성원 성공체험이 기업성과에 미치는 영향)

  • Yi, Ran-Young;Shin, Ik-Ju
    • Journal of the Korean Society for Quality Management
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    • v.37 no.3
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    • pp.10-17
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    • 2009
  • This study developed a new model for evaluating effects about the success of six sigma activities. This model consists of four constructs such as success of six sigma, employee's success experience, customer satisfaction, and business performance. Structural Equation Modeling (SEM) is used to analyze causality among the four constructs. Hypothesis were tested through a field study conducted for one hundred and thirty-one project leaders, who were asked to evaluate their experiences of six sigma projects. The results indicate that six hypothesis are statistically significant. As a result, the success of six sigma doesn't influence the customer satisfaction directly, but it influences customer satisfaction indirectly through employee's success experience. We find out that control for employee's success experience is important as well as success of six sigma in business innovation. Otherwise business performance is influenced directly by success of six sigma, that is business performance isn't influenced directly by employee's success experience but influenced indirectly through customer satisfaction. This study found that the change management raising employee's success experience is important in Six Sigma.

Selecting Six Sigma Projects

  • Akpolat, Hasan;Xu, Jichao
    • The Asian Journal on Quality
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    • v.3 no.2
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    • pp.132-137
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    • 2002
  • The quality improvement methodology Six Sigma gained enormous international popularity in the past few years, mainly due to its successful implementation at General Electric. Six Sigma is now commonly understood not only as a statistical measure for process performance (6$\sigma$ stands for 3.4 defects per million opportunities) to improve product quality but it has also become a strategic initiative undertaken by many organisations to improve management quality. In the centre of the Six Sigma methodology is the improvement project, often referred to as Black Belt or Green Belt project. Although every business is different and business priorities differ from company to company, however all businesses face the same problem when it comes to Six Sigma projects: How to choose the right project\ulcorner This article intends to provide some answers to this and other frequently asked questions about Six Sigma projects.