• International Journal of Quality Innovation
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• v.9 no.1
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• pp.94-102
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• 2008

When facing the global severe competition, the enterprises all try their best to upgrade the quality, reduce the costs to reach the goal of customer satisfaction. Motorola was the earliest firm creating the term Six Sigma (6 ${\sigma}$); GE was the enterprise successfully fulfilling Six Sigma. The success of these two firms revealed the prominent effects and became the world-class model enterprises. The main purpose of promoting Six Sigma activity was to reduce the possible defects in the business process to the least through designing and monitoring business process in order to reach the goals such as the best quality and efficiency, the lowest costs, the shortest circular process time, maximum profits and customer satisfaction. This research used the Six Sigma technique to improve the business process of ceramics manufacturing plant and find out the major factors of slower core task time by the analytical process of Process Mapping, Pareto Chart, Simu18 simulation software and figures and proposed the improvement measures. Through the confirmation of the case companies, it successfully reduced the core process time and the organizational costs and increased the capacity.

• 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.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.26 no.4D
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• pp.649-659
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• 2006

Recently there has been huge efforts to improve performance in construction process by applying emerging techniques such as the Lean principle and Just-in-time concept. 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.1
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• pp.189-206
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• 2012

It is urgently requested to innovate the management process of business-service areas in all industry such as financial business, services and manufacturing because of recent business trend - de-manufacturing trend and the weight increment of service in all industries. Many enterprises introduce various management - innovation methodologies in order to meet the rapidly changing business environment. Especially in Korea, it is a vogue to introduce the innovation methodology of the advanced company's. According to this style, the six sigma has been introduced over 10 years since late 1990's and it has become a synonym of innovation indeed. But the result of six sigma introduction has not reached to the level of expectation in its beginning. And the "Lean" have been introduced in Korea in the situation of global financial crisis, economic slump and the pursuit of developing country such as China. Many Korea companies pay attention to the "Lean" innovation activity because the TPS(Toyota Production System) is the matrix of Lean and is the motive power of Toyota growth. In this study, it was analyzed for the evolution course, distinctive features and effects of Lean management and was examined for the difference of Lean management between manufacturing industry and business-service areas. From this results, the characteristics of Lean management in business-service was analyzed. After survey of innovation agent in Korea company, the Lean model of business-service Industry was developed and applied. This study will be worthy to show the right direction to the enterprises which are to apply lean methodologies, or the enterprises which examine lean management for competitive advantages or the peoples who research the same topics.