• Korean Journal of Construction Engineering and Management
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• v.2 no.3 s.7
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• pp.45-57
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• 2001

Knowledge management was introduced as a new strategy in many construction companies aiming at paradigm shift since Asian financial Crisis. However, intensive focusing on acquiring and sharing knowledge couldn't keep pace with the primary goal. Increasing financial profits. That is because clear strategic process and performance measurement are absent in time of the introduction of knowledge management. Based on case analysis in domestic construction industry, this research work presents an alternative plan on Balanced Scorecard(BSC) model. The objective of this study is to develop a model of strategic performance measurement in knowledge management by sorting and grasping core operational knowledge, which can draw key performance indicators accompanied by knowledge map from case study.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.483-488
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• 2001

Knowledge Management System(KMS) is being built or built in many construction companies for their Competitive Power over expecting that KM leads to Managemental effective outcome and brings out profit. But the real aspects contrary to those Expectations and the outcome through KM dose not match the anticipant value. It is why most of them do not have a tendency to consider of besides of Computer system which are organization culture or cognition of members and think important of Computer System except others and the study on KM has not been enough. As those reason, there are little great managemental or administration growth through KM. On these problems this study has been started, and Organization Culture for KM's practical efficiency was treated and studied in the paper how to solve the problems and make KM effective.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.44-51
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• 2008

Nowadays, the term, Knowledge Management is used at almost all areas and with various scopes and approaches just like a kind of campaign. Knowledge management addressee from a educated individuals to the inter-organizational network. And it also utilized to solve a present problem, to evaluate the past performances of a company or a organization, and to establish a strategy of the future. This study presented a knowledge management model for the construction management company based on comprehensive researches about the knowledge, the knowledge management, the knowledge management company. The results of this study would be helpful for the construction management company which is making efforts to set the knowledge management system up. And it also could be a recommendatory alternative to establish the knowledge management strategy for the company which is preparing for the knowledge management system.

• 월간 기계설비
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• no.6 s.203
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• pp.69-72
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• 2007

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.588-592
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• 2006

Information trend in whole domestic industries can not be a exception for construction industry either. However, Construction companies applying quality information management system(QIMS) through practical use of internet is very limited. Consequently, this research finds the established sample of quality information management system(QIMS) of H-construction company out, and the quality is established to the practical use of the system to be like the this. therefore, the construction industry wished to become opportunity that construction industry competitive power is recognized cosmopolitanly to quality management system(QMS).

• 월간 기계설비
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• no.2 s.199
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• pp.66-70
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• 2007

벽산건설(주)은 1958년‘한국스레트공업주식회사’로 출발하여 우리나라 경제성장 시기를 함께하며 발전해왔다. 1991년 벽산건설(주)로 상호를 변경, 현재까지 국내 건설부문의 일익을 담당하고 있다. 벽산건설(주)은 특히 아파트 건설부문에서 두각을 나타내고 있다. 2005년 벽산건설(주)의 아파트 브랜드인“블루밍”에 대해 SDP(Self Design Project)를 런칭해 그동안 일률적이던 아파트 내부 건축에 대해 변화를 줘 고객에게‘자신만의 아파트’라는 이미지를 심어준 것이다. 끊임없이 발전하려는 벽산건설(주)의 노력이 지금의 벽산건설(주)을 만들게 된 원동력이다. 벽산건설(주)은 2007년을“내실기반의 지속성장을 하는 해”로 설정하고 올해 경영방침을 △수익기반의 다변화 △고객 만족 경영 △Software 경쟁력 강화로 정했다. 이에 따른 구체적인 경영전략으로 △전략적 제휴확대로 양질의 수주 확보 △Before Service 전사적 확대 △인적자원 경쟁력 강화 △핵심기술의 확보 및 개발 등 더 나은 기술과 고객만족을 위해 오늘도 정진하고 있다.

• Korean Journal of Construction Engineering and Management
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• v.15 no.2
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• pp.87-94
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• 2014

This study aims to analyze the relationship. The study applies EDF (Expected Default Frequency) as a variable that indicates management status of a construction company. To analyze changes in business structure of construction companies, the study refers to the amounts of domestic and overseas project orders as variables. The data was retrieved from TS2000 established by Korea Listed Companies Association (KLCA), Statistics Korea and International Contractors Association of Korea. The analysis period is between first quarter of 2001 and fourth quarter of 2010. The analysis results showed that as more domestic and overseas orders rolled in for domestic companies, their business conditions improved as the hypothesis suggested. However, the level of improvement varied. Further, when construction companies' business slowed down, the proportion of overseas projects tended to rise, while the ratio of domestic business decreased.

• Proceedings of the Korean Society of Disaster Information Conference
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• 2023.11a
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• pp.171-172
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• 2023

본 연구는 건설현장 관리자를 대상으로 중대재해처벌법 인식이 건설업체의 경영성과에 미치는 영향을 실증적으로 확인하는 것이다. 최근의 사회적 이슈가 되는 중대재해처벌법이 건설회사 이미지 실추, 경제적 손실 등의 간접적인 손실뿐만 아니라, 최고경영자에게 직접적인 영향을 미친다. 또한 건설업체에서 중대재해 발생시에는 중대재해처벌법에 의하여 최고경영자의 구속등으로 기업의 업무연속성에 영향을 미치는 사회재난이다. 건설현장을 운영하는 기업의 사업주에게 중대재해로부터 실질적인 대처방안이 필요하며, 대안으로 건설현장 관리자의 중대재해처벌법의 위험성에 대하여 인식을 강조하여, 건설현장에서의 관리자가 주체가 되어 중대재해를 예방하고, 기업의 연속성을 확보하는 것이 필요하다.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.33-37
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• 2008

건설생산체계 개편의 일환으로 논의되던 시공참여자 제도가 2008년부터 폐지됨에 따라 전문건설업자는 시공참여자에게 재하도급을 주어 노무관리를 일임하던 구조에서 탈피하여 십장 및 그 소속 근로자를 직영 근로자로 고용해야 한다. 이는 전문건설업자의 유.무형 부담을 가중시켜 기업경영의 어려움을 초래할 가능성이 높다. 이와 같이 경영상의 어려움을 최소화하기 위해 전문건설업자가 채택할 수 있는 최선책은 팀제생산방식의 장점을 살리면서 작업능률을 최대한 발휘할 수 있는 건설 노무인력 임금체계를 모색하는 것이다. 이와 같은 건설 노무인력 임금체계로 제2안(팀장과 팀원 모두 고정급형 성과급제 적용)과 제3안(팀장과 팀원 모두 순수 성과급제 적용)이 가장 적합하다. 팀장과 팀원 모두에게 고정급형 성과급제 또는 순수 성과급제를 적용함으로써 팀장(십장)의 긍정적 기능을 유지하면서 건산법 및 노동 관계법상의 근로자 지위를 보장하여 건설 노무인력의 수급안정과 직업 안정성 확보에 기여할 수 있다. 또한 일정 수준 이상의 노동생산성을 확보하여 전문건설업자의 과중한 경영부담을 다소 해소할 수 있을 것으로 기대된다.

• Korean Journal of Construction Engineering and Management
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• v.6 no.4 s.26
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• pp.133-141
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• 2005

The object of this study is to present performance by applying six sigma quality management to a construction company. The research method involves to investigate and analyze data regarding six sigma projects in S construction company and a questionnaire survey from the personnel of the S construction company. The results of this study are as follows 1) S construction company utilized the six sigma quality management for 258 projects during the years of 2003 and 2004 and this bring the effect of cost reduction for quality. Moreover, before using the six sigma quality management, the average level of sigma in this company was around 2.8, after using this, the level increased to 3.6. Particularly, the construction management part, the level increased from 1.3 to 2.6.2) respondents recognize that quality management costs by applying six sigma is reduced. but there is only a little operational efficiency because it is In the early stage of applying six sigma quality management.