• Title, Summary, Keyword: Six-sigma

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Present and Future of Six Sigma : LG Electronics Case (Six Sigma의 현재와 향후 전망 : LG 전자의 사례를 중심으로)

  • Choi, Gyoung-Souk;Lee, Jong Seol;Yun, Won Young
    • Journal of Korean Institute of Industrial Engineers
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    • v.32 no.4
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    • pp.338-346
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    • 2006
  • In this paper, we analyze and review introduction, implementation, and revision phases in the six sigma movement in LG Electronics. In LG Electronics, 6 sigma activities have been activated not only at manufacturing divisions but also in transactional processes, business, product R&D, marketing, and software development. At present, six sigma is a tool to improve processes and also become the engine of the business innovation. In this paper, concepts and contents of an on-going LG innovation process called TDR(Tear Down & Redesign) are explained in detail. We also propose important aspects and give the future prospect for six sigma.

A Software Six-Sigma Tool Selection Process based on Organizational Business Value (조직의 비즈니스 가치 기반 소프트웨어 식스 시그마 도구 선정 프로세스)

  • Kwon, Tae-Yong;Baik, Jong-Moon;Ryu, Ho-Yeon
    • Journal of KIISE:Computing Practices and Letters
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    • v.15 no.6
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    • pp.440-444
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    • 2009
  • In order to improve the effectiveness of software process improvement, more than two models can be use to compensate the weakness of each other. One of integrated models is the one in which CMMI and software six sigma. However, it is very difficult for a small software development organization to select and apply an appropriate set of six sigma tools since there are a lot of six sigma tools and statistical knowledge is required. In this paper, we suggest a six sigma tool selection process to help small organizations select six sigma tools effectively based on organization business value. Thereby, small organizations can efficiently implement CMMI by adopting an appropriate set of six sigma toolkits.

The Study on Relation between Implementation of Six Sigma Quality Management and Financial Performance using Propensity Score Matching (식스 시그마 품질경영활동이 기업의 재무적 성과지표에 미치는 영향연구: 경향점수매칭을 이용하여)

  • Park, Byounghwa;Park, Taeyoung;Park, Minjae
    • Journal of the Korean Society for Quality Management
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    • v.44 no.2
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    • pp.341-356
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    • 2016
  • Purpose: The purpose of this paper is to study whether the adoption of Six Sigma quality management by a firm positively affects its financial performance. The correlation between the duration of Six Sigma implementation period and the financial status of the firm is investigated as well. Methods: We conduct the analysis using data from Manufacturing Industry Productivity Panel Survey 2013 provided by Korea Productivity Center and Ministry of Trade, Industry and Energy. Propensity score matching is used to reduce sample selection bias of observational study. Furthermore, we use multiple linear regression in order to study the relationship between the implementation of Six Sigma quality management and financial performance. The return on assets and ratio of net income to net sales are considered as dependent variable and implementation of Six Sigma as independent variable. Results: The indication of this analysis is that implementation of Six Sigma quality management does not significantly enhance financial status. The firms that adopted Six Sigma quality management were categorized into three groups according to the implementation period. Comparison of each group with the firms that do not adopt Six Sigma quality management does not show statistically significant enhancement of financial status. Conclusion: In conclusion, both adoption and duration of six sigma quality management do not affect financial performance significantly.

An empirical study on the core factors of implementing 6-sigma in Korea Financial Industry (한국 금융산업에서의 6시그마시행의 성공요인에 관한 실증연구)

  • Kim, Young-Dai
    • Proceedings of the Korean Operations and Management Science Society Conference
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    • pp.539-544
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    • 2006
  • This study has been attempted to find that factors for successful six-sigma implementation influence non-financial performance & financial performance in korean finance industry. In addition, goal of this study is to find out core factor in korean finance industry. To achieve the aim of this study, a document study and interview and an empirical analysis were performed. The collected questionnaires for the empirical analysis were processed statistically through data cording. Cronbach'a was conducted to get the construct reliability. To identify which factors for successful six-sigma implementation influence performances of six-sigma implementation, factor analysis was conducted to get the construct validity. After factor analysis, multiple regressions were utilized to identify the core factors (or factors for successful six-sigma implementation). The result of the study that has been derived through this process is summarized below. Firstly, by analyzing the effect factors for successful six-sigma implementation has on non-financial performance of finance industry, it shows that Process-integration & standardization variable has influenced. Secondly, by analyzing the effect factors for successful six-sigma implementation has on financial performance of finance industry, it shows that 'Process-integration & standardization' variables and 'Customer & Market mind' variables have influenced. The results of this study show that 'Process-integration & standardization' and 'Customer & Market mind' are core factors to influence non-financial performance & financial performance in korean finance industry

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A study the success of six sigma in the service industry (서비스 기업에서의 6시그마 성공요인에 관한 연구)

  • Kim, Soo-Youn;Ree, Sang-Bok
    • Proceedings of the Korean Society for Quality Management Conference
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    • pp.450-455
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    • 2006
  • The methodology of six sigma originated at Motorola in the early 1980s is now days proved to be an effective way in improving the quality. Many companies are paying their attentions to 6 sigma quality technique, proved to be successful by many examples of advanced firms. However most companies where Six sigma is implemented confront many difficulties in service industry. In paper we research successful Six Sigma in the service industry.

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Six sigma quality program using Cp (공정능력지수를 이용한 6 시그마 활용)

  • 박기주
    • Journal of the Society of Korea Industrial and Systems Engineering
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    • v.20 no.41
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    • pp.135-145
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    • 1997
  • The statistical approach to quality control aims at alerting its user to any variations in the properties of a manufactured product. Motorola developed and pursued a quality management program called six sigma. The goal of six sigma programs is to improve customer satisfaction through reducing and eliminating defects. six sigma uses several statistical measure to characterize defect levels and process capabilities. The upper and lower specification limits are $\pm6\sigma$(sigma) from nominal, and the process mean is centered at nominal. only 0.002PPM are outside specification limits. Cp=2. this is the design target in a six sigma program. This article presents an important tool available for quality control of a production process at the occurrence of defects in manufactured products at view low levels to improve the efficiency of the manufacturing productivity and to satisfy customer through the reduction of defect rates. To understand the consequences of the level of quality on competitive position, a more technical perspective is needed.

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Activation Scheme of Six Sigma in the Non-manufacturing Process of Industry (사무간접부문에서의 6시그마 경영 활성화 방안)

  • 안병진;김상익;서한손
    • Journal of the Korean Society for Quality Management
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    • v.31 no.2
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    • pp.220-229
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    • 2003
  • The methodology of Six Sigma originated at Motorola in the early 1980s is nowadays proved to be an effective way in Improving the quality. Many companies find adding Six Sigma to their current business system gives them all or almost all the elements of total quality management(TQM). However most companies where Six Sigma is implemented confront many difficulties in non-manufacturing parts such as transactional and administrative processes. In this paper we discuss distinct aspects of such non-manufacturing process, and investigate activating scheme of Six Sigma in those parts of industry.

Six Sigma Maturity Model for MeasuringEffectiveness of Six Sigma Activities (6시그마의 효과 측정을 위한 성숙도 모형 개발)

  • Cho, Ji Hyun;Jang, Joong Soon
    • Journal of Korean Institute of Industrial Engineers
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    • v.32 no.4
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    • pp.279-290
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    • 2006
  • This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

BPM-based Six Sigma : Concepts and Procedural Model (BPM 기반의 6 시그마 : 개념 및 절차 모델)

  • Kim, Kwang-Jae;Yook, Jin-Bum;Kim, Kwang-Soo
    • Journal of Korean Institute of Industrial Engineers
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    • v.32 no.4
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    • pp.314-322
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    • 2006
  • Despite its brilliant success, Six Sigma has suffered from two shortcomings, namely, the lack of a systematic method to identify the right projects in the "Define" stage and to sustain the improvement in the "Control" stage. The integration of Six Sigma and Business Process Management(BPM) seems to be a promising way to overcome the shortcomings of Six Sigma. This paper first reviews the existing efforts on this issue, and then proposes a framework for an effective integration of Six Sigma and BPM. The framework consists of five phases - DEFINE, EXECUTE, MONITOR, ANALYZE, and IMPROVE(DEMAI). A detailed description on the procedural model is also presented.

Application of Quality Management In Telecommunication Service Industry(A Case of Applying Six Sigma in KT) (통신 서비스산업의 품질경영 사례(KT 식스시그마 추진 사례를 중심으로))

  • Lee, Kee-Chul;Ro, Tae-Seok
    • Proceedings of the Korean Society for Quality Management Conference
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    • pp.227-235
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    • 2006
  • It is generally thought that the quality management and the six sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the Quality management and the six sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry.

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