• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.157-163
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• 2006

There are big differences in six sigma applications between manufacturing processes and transactional processes. This paper analyzes the differences between two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma cases, a step-by-step checklist is developed based on 12-step DMAIC methodology proposed by US six sigma academy. On the basis of those characterized data, the differences between two areas are analyzed. The most significant differences is that statistical tools are widely used in manufacturing processes, but qualitative tools are used in transactional processes during improvement phase.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.1
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• pp.103-108
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• 2004

Companies adopted a program called Six Sigma, in order to make fundamental changes in the way the company operated to fulfill customers' expectations. Six Sigma reduces the occurrence of defects. This approach derives the overall process of selection the right projects based on their potential to improve performance metrics and selection and training the right people to get the business results. However, in the course of Six Sigma process steps, companies are in the face of problems. This study is to solve the problems using TOC(Theory of Constrains). TOC is methodology for solving key problem in system which is called Constraints. Nowadays, its application is going to be wide and its concept is being implemented. In this paper, it is showed possibility of application TOC to Six Sigma.

• Proceedings of the Safety Management and Science Conference
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• 2004.11a
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• pp.81-85
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• 2004

Companies adopted a program called Six Sigma, in order to make fundamental changes in the way the company operated to fulfill customers' expectations. Six Sigma reduces the occurrence of defects. This approach derives the overall process of selection the right projects based on their potential to improve performance metrics and selection and training the right people to get the business results. However, in the course of Six Sigma process steps, companies are in the face of problems. This study is to solve the problems using TP(Thinking Process) of TOC(Theory of Constraints). TOC is methodology for solving key problem in system which is called Constraints. Nowadays, its application is going to be wide and its concept is being implemented. In this paper, it is showed possibility of application TOC to Six Sigma.

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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• pp.219-227
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• 2008

Since six sigma program was first introduced in late 1990's, it has been evolved in Korea. The number of six sigma adopting company are getting increased and diversify manufacturing, service, government. In these days, the rapid innovation of internet technology change the media industry's game rule. This paper is concerned with a six sigma applications to internet media portal service company. The main focus of this study is to introduce an empirical study on the implementation of DMAIC procedures for internet media portal service company.

• Korean Institute of Interior Design Journal
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• v.16 no.2 s.61
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• pp.322-330
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• 2007

Because 6sigma is doing innovative success In management whole, estimate that can exert direct effect in interior Design management. Therefore, this study did by purpose that 6sigma that is scientific method that do customers satisfaction by ultimate purpose acts as basic study that can heighten practical use Possibility and result of interior Design management and value by interior design standardization process. Need to use marketing data that is scientific design component at schematic design step for successful interior design that can improve result. Hereupon, this study is doing to big dimension that utilizes 6sigma and makes standard process of only Interior Design, and did to dimension that present study phase verifies if '6sigma' is practical use possibility by intoner design process. Did by method that verification method of 6sigma practical use possibility analyzes "Information transmission efficiency improvement of department store display space" 6sigma project example. When see that example project is analyzed on Improvement constituent that "Design improvement" out of Vital few Xs of statistical analysis item must heighten the customers satisfaction rate conclusively, target process might be established because design becomes center of gravity if did design improvement very first time. Finally, possibility that 6sigma can utilize in process of interior design is verified, and it is scientific methodology that can utilize to all business members that there are not any special category of business even if is in practical use. Such scientific 6sigma method need persistent study that make standard process analyzing a lot of problems that is expected to be beaconed and happens substantially in here after to management development of interior design.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.253-267
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• 2006

Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes for the past 10 years. However, numerous difficulties arise during the six sigma application to the various industries. In this study, the current situation of the six sigma applied to Korean companies is showed, and the issues of six sigma application in Korean companies are found. At the end, the several counter plans to overcome them. are proposed.

• Survey Research
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• v.8 no.1
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• pp.1-30
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• 2007

Several corporations are adopting the 6 Sigma program. Not all corporations are yielding intended results. The inconsistent results may due to the absence of an adequate strategy formulation of 6 Sigma implementation. The 6 Sigma is a qualify control program but its implications are not confined only to qualify improvement. The 6 Sigma program is a change program to bring about changes in organizations. The thesis focuses on developing an installation strategy or model of 6 Sigma program. The utility of the model developed in this research is supported by the empirical evidence. The validity of the model is tested and verified based on the questionnaire survey conducted at 281 business firms. Few research has adopted the empirical survey. The previous researches are mostly centered around identifying success factors. Unlike the present methodology adopted in this research, the past research methodologies are mainly case studies. The distinctive feature of this research does not confine only to the methodology. This research attempted to identify an installation model that would help enterprises get maximum output from the 6 Sigma program. The suggested model is named as Sequential Model(SM). The SM consists of three stages: the preparation stage, the acceptance stage, and the maturity stage. The model is based on the assumption that organizations should follow three stages sequentially to yield the desired output effectively, The preparation stage is further defined including the organizational change factor, the driving system factor, and the promotion factor. The result variable, the organizational performance, is also further defined including the market competitiveness, the employees competitiveness, and the financial performance. The Structural Equation Model was used to test the validity of the Sequential Model(SM). Several alternatives models were developed and compared. The test results consistently show that the suggested model is a valid one and proves its superiority over alternative models. Through this empirical research, we have shown that the strategies of enterprises in line with the proposed model gained better results over others. The research results would be useful information for enterprises that consider formulation of installation strategy of 6 Sigma program.

• Journal of Korean Society for Quality Management
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• v.33 no.3
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• pp.105-113
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• 2005

Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes. Most companies have taken company-wide six sigma initiatives to also improve transactional and R&D processes. However, due to the limitation of existing methodologies, numerous difficulties arise during the six sigma application to non-manufacturing processes. In this study, a modified six sigma framework is proposed to facilitate six sigma implementation to transactional processes. The newly developed framework is applied to a six sigma project of the new product launching process of a marketing area.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.37-46
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• 2008

There are big differences in six sigma projects between manufacturing processes and transactional/service processes. This paper analyzed the differences between the two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma case studies, step-by-step questions and check criteria were developed based on 12 step DMAIC methodology. On the basis of those characterized data, the differences between two areas were analyzed. Significant differences were found in the number of CTQs, validation of measurement systems, methods to determine improvement objectives, the methods to elicit improvement plans and types of control systems. The most significant difference was that statistical tools were widely used in manufacturing processes, but qualitative tools were used in transactional/service processes during improvement phase.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.298-301
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• 2004

In the last ten years, manufacturing companies like GE, IBM, Motorola and service companies like GE Capital and CITIBANK have realized that Six Sigma has standed for quality reform movemant. Six Sigma management which makes the critic effects on the quality management have enlarged and applied office indirect work process and service department as well beyond question manufacturing process. Then Can Six Sigma application methodology from manufacturing industry be applied to service industry without transformation? Can Six Sigma be applied on improvement of Information system quality which is the critic key figure of current successful companies? These questions would be resolved by conducting researches about application and evaluation of Six Sigma on manufacturing industry and service industry. This paper will furnish information of Six Sigma's new function for future business situation through comparing those researches