• Journal of the Korean Society for Railway
• /
• v.17 no.1
• /
• pp.59-69
• /
• 2014

Recently, the building of an intermodal transportation system has become the most important policy in the establishment of a national-wide sustainable transport system. In the case of rail and public transport, an intermodal connecting improvement policy is essential due to the lack of trip completeness. In particular, high-speed rail has brought dramatic changes to the transportation system in Korea and the idea of high-speed rail stations as major transportation nodes to be linked to various travel modes needs to be analyzed in terms of an intermodal network. Thus, this study proposes a new connectivity analysis method to objectively and quantitatively evaluate intermodal connecting performance for high-speed rail in terms of an intermodal network around high-speed rail stations. Seoul, Busan, Ulsan, and Sin-gyeongju stations were designated for a range of spatial analyses; detailed connecting performance indexes of travel modes connecting high-speed rail stations, and the influence sphere of these stations are analyzed, except for internal transfer facilities. Finally, this study proposes a connectivity analysis method that applies the structural equation model and develops a connectivity index.

• Journal of the Korea Safety Management & Science
• /
• v.15 no.3
• /
• pp.151-161
• /
• 2013

This paper proposes a strategic model of linkage between productivity metrics and financial accounting metrics to properly evaluate the financial effect of TPM activities and the business performance. This linkage strategy provides a connection tool for clear communication between factory-level and headquarters that the metrics proposed by this paper ultimately improves a quality of support from the management by receiving the factors required for productivity activities in the practical field. This factor includes such as equipment, raw materials and labors. Here, we propose that chain reaction models using break down structure of productivity metrics and financial metrics enhance the knowledge sharing of KPI (Key Performance Indicator) which generally tend to create oversimplified communication between management in headquarters and employees in the practical fields. The productivity metrics include OEE(Overall Equipment Effectiveness) of TPM (Total Productive Maintenance), OLE (Overall Labor Effectiveness) of PAC(Performance and Analysis and Control) activities, and OYE (Overall Yield Effectiveness) of TMM(Total Material Management) activities. The financial accounting metrics include ROE(Return on Equity), ROA(Return on Asset), and AVR(Added-Value Rate). The suggested chain reaction model selects the financial metrics as initial stage and branch down until final stage of productivity metrics. When demand exceeds supply, an ideal speed rate, the lean OEE strategy can be initially applied to reduce the gap between the demand and supply, then apply variable costing to estimate correct amount of operating profit. In addition, the paper presents a new type of model for linkage between financial accounting metrics including CAPEX(Capital Expenditure), OPEX(Operating Expenditure), EVA(Economic Added Value), DCL(Degree of Combined Leverage), and TPM productivity activities including AM(Autonomous Maintenance), PM(Preventive Maintenance), MP(Maintenance Prevention) and QM(Quality Maintenance). In order to support the evidence of proposed linkage strategy, a case analysis on 52 projects from national TPM contest from 2011 to 2012 is analyzed. The case presents the classification of CAPEX and OPEX activities from TPM, and proposes the correct implementation of financial effect for TPM projects.