• Journal of the Korean Institute of Gas
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• v.11 no.3
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• pp.56-63
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• 2007

These days, needs and wants of the customers are getting diversified and the market is also changing rapidely. Many organizations are now attempting change and innovation activities to improve products and service quality. This study was performed to apply 6 sigma tools for the efficient repair management of city gas supply equipment. Vital few factors, RISK factors, sigma values, root causes. and solutions were derived by 6 sigma tools. We are performing statistical process control for the new process. Six sigma for city gas supply equipment safety management enabled to improve the business management for efficiency by reducing variation and eliminating cost for quality.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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• pp.184-193
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• 2000

Single-PPM Quality Movement is perfect production movement which is suitable for 21C's social-economical criteria to pursuit of zero defect. This is advanced program of 100PPM Quality Renovation Movement which has been started in 1995, for single unit ppm. In this paper, through the review of 100PPM Movement's performance and problem solving procedure, we hope to find and discuss that how is an effective and compatible approach to realize the single-ppm quality in the small-and-medium size enterprises.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.5
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• pp.527-536
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• 2018

This study examined the success factors of six sigma innovation in small- and medium-sized venture companies. The findings are summarized as follows. The importance of 20 items in a total of 4 factors showed that corporate vision was number one in the manager's support, followed by program composition, passionate support, high performance guarantee, and quality activity continuity. This suggests that all members can operate the program by the structured system with a sense of united goal under the company-offered vision as a community when the goal, idea or vision of six sigma activities are shared to members of the entire organization. In addition, high success can be achieved when supported by company-wide enthusiasm and high compensation for sharers' innovative efforts of six sigma at the same time. Small- and medium-sized venture companies should develop brisk six sigma activities of advanced precision parts in such an environment that the technology competition is becoming increasingly fierce. The six sigma movement should be developed as a niche strategy for small organizations with united vision sharing by company-wide operational commitment and high self-esteem for the organizational characteristics of small- and medium-sized venture companies run by key minority organizations and members.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.5
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• pp.66-77
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• 2008

Six sigma is a business strategy and a systematic methodology using statistically oriented approach to process and product quality improvement. Many cases have reported significant benefits from six sigma implementation. But, some organizations have been reported that six sigma methodology has not given the expected benefits. Further, small and medium sized companies have faced various barriers. The purpose of this paper is to examine the successful case study on the improvements of partnership between large and small/medium-sized companies via six sigma activities. Data were collected using in depth interviews of six sigma champion, master black belt, and black belt from one large company and five medium-sized companies in Gumi industry zone.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.353-358
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• 2003

Recently there has been huge efforts to improve performance in construction process by applying emerging techniques such as the Lean principle, Just-in-time concept and so on. However, little achievement as we expected has come out in reality due to the lack of strategy to set a definite goal of the execution and differences of personal viewpoints on construction productivity. Accordingly, it is the most important to promote the circumstances for the construction process improvement by quantifying the goals of respective unit activity groups. This research explores feasible solutions for the improvement of construction projects performance by combining the six-sigma principle for the generic administrative innovation based on the idea of construction process performance. For this purpose, mutual comparisons of various current approaches are performed in an attempt to establish the advantages in applying six-sigma idea and to provide its fundamental strategy. Furthermore, through a case study with the simulation of applying six-sigma to a unit activity group in construction process, this paper verifies that the overall performance improves as the degree of sigma level gets advanced.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.381-388
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• 2006

많은 6시그마 혁신을 하는 기업 중에서 IS09000 시리즈나 IS0/TS16949 인증을 받고 있다. 그럼에도 불구하고 6시그마 도입 초기부터 ISO/TS16949와 통합운영을 생각하고 추진하는 곳은 많지 않다. ISO/TS16949에서는 기업전반의 프로세스에 많은 중점을 두고 있다. 그 중에서도 APQP(Advanced Product Quality Planning)은 제품 초기에서 부터 명확한 품질계획 업무 프로세스를 가지고 활동을 하라는 필수 프로세스를 요구하고 있다. 그러나 구체적인 Flow나 단계는 각 기업체의 특성에 맞기고 있다. 6시그마의 Lean DFSS는 이러한 제품개발 프로세스의 구체적인 전개단계를 제공 하고 있다. 여기에 APQP에 서 요건으로 명시한 각 프로세스 단계마다 인풋(Input)요소, 아웃풋(Output) 요소, 타켓(Target), 그 프로세스를 책임질 구성원, 핵심성공요인(KSF), 핵심성공지수(KPI), 단계마다의 FMEA(Failure Mode Effect Analysis) 분석을 대응하면 도입 초기에서 부터 상호 유기적이면서 효과적인 System이 된다.

• IE interfaces
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• v.13 no.2
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• pp.171-177
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• 2000

The Six-Sigma is now common word as a management innovation in every business. Many companies have practiced to the TPM in Korea. These companies have regarded the Six-Sigma as a new approach or redundant strategy for management. This paper suggests a model which contains how to unite TPM and Six-sigma to make a big synergy effect for the company which is on developing of TPM. This model based upon SAMSUNG CORNING as a process industry.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.419-424
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• 2004

부동산업 경영이란 부동산을 경영대상으로 하는 중개, 개발, 투자, 컨설팅 등 제 부동산업을 계획적이고 능동적이며 지속적으로 운영하는 과정, 기술, 과학적 운영 등을 말하는 것으로, 부동산상품과 그 상품을 다루는 인간에 대한 경영을 의미한다. 본 논문은 국내 부동산 시장의 토양 위에 선진부동산시스템을 도입하여 경영체질을 개선하고 경쟁력을 강화하고자 노력하고 있는 ERA-Korea 사를 조사기업으로 선정하여, 우리나라 부동산 기업의 경영활동에 경영패러다임의 변화를 적응시키고, 경영품질을 높이기 위하여 과학적 경영혁신 기법인 6 시그마를 적용하여 본 사례이다. 우선적으로 국내 부동산업의 취약점을 제시하고, 이를 극복하기 위한 부동산업 경영의 변화방향을 모색하였다. 다음으로 부동산 경영의 과학화를 위한 전략방향을 상세히 다루고, 이의 실현을 위한 기회도출을 구체적으로 제시하였다. 본 사례연구를 통하여 국내 부동산 기업에 새로운 경영품질관리 모델을 제시하고 궁극적으로 부동산기업의 경쟁력 강화를 위한 부동산 경영의 과학화 방법이 제시되었으면 한다.

• Journal of Energy Engineering
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• v.19 no.1
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• pp.51-56
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• 2010

Due to increase in oil price unstableness and earth warming, energy saving has been one of the most important global issues. We report a 6 sigma project that was carried out to save electrical energy in a university campus. DMAIC, the five-phase process of 6 sigma, was applied for the energy saving campaign. This paper proposes a simple method to quantify the sigma level of the electrical energy saving status and various activities to change the consciousness of all the university members. Results were very satisfied. The 6 sigma project saved about 10% of the total electrical consumption. This is approximately 50 million won a year. The success of the 6 sigma project served as a momentum to promote "Green Scholarship" that has become the center of public interest. Also, we have valuable experiences in the 6 sigma training that shows the university campus can be successfully used as a good place for the actual 6 sigma training.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.238-244
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• 2008

본 연구는 급변하는 경영환경에서 서비스 기업들이 빠르고 창의적인 혁신활동으로 기업의 문제를 해결을 지원하기 위한 문제해결 정보시스템을 설계 하고자 하는 연구이다. 이를 위해 창의적 혁신 기법인 TRIZ 혁신 기법과 고객관점의 최적화 기법인 6시그마 기법을 융합하여 CTQ를 중심으로 하는 3단계 문제해결 Logic과 이를 지원하는 정보 시스템 설계에 대한 Framework 및 속성들을 제시하였다. 또한 서비스 기업의 일반적 사례 적용을 통해 문제해결정보시스템의 활용 가능성을 확인 하였고, 이에 대한 문제해결 시스템 적용을 통해 서비스 기업들의 경영혁신을 고도화하여, 기업의 경쟁력을 향상할 수 있다는 점을 제시해 주고 있다.