• International Journal of Quality Innovation
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• 제6권1호
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• pp.1-7
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• 2005

Six sigma is much less of a technical program than it is a leadership and cultural change program. Nevertheless, most of literatures on six sigma have mainly focused on technical and tactical aspects. This paper introduces a self-assessment for six sigma initiative in a major Korean software company. The self-assessment gives a valuable clue to how to manage leadership and cultural aspects of six sigma initiative.

• 품질경영학회지
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• 제31권2호
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• pp.220-229
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• 2003

The methodology of Six Sigma originated at Motorola in the early 1980s is nowadays proved to be an effective way in Improving the quality. Many companies find adding Six Sigma to their current business system gives them all or almost all the elements of total quality management(TQM). However most companies where Six Sigma is implemented confront many difficulties in non-manufacturing parts such as transactional and administrative processes. In this paper we discuss distinct aspects of such non-manufacturing process, and investigate activating scheme of Six Sigma in those parts of industry.

• 산업공학
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• 제16권spc호
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• pp.60-64
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• 2003

This study proposes a method of implementing Six Sigma linking Lean approach and/or TOC(Theory of Constraints). A case study carried out in a PCB production line is examined to compare Lean Six Sigma and TOC Six Sigma. Implementing guidelines are given to achieve the whole company's optimum.

• 품질경영학회지
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• 제35권1호
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• pp.97-112
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• 2007

Six Sigma methodology has been evolved since it was first introduced in late 1980's and the number of company which adopts Six Sigma is getting increased. Therefore, it is timely that ire review research papers on Six Sigma extensively. We review 85 papers published in Korea by April 2006 and classify them based on research contents and methodology. We suggest future research issues and fields which can adopt Six Sigma methodology.

• 대한산업공학회지
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• 제32권4호
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• pp.268-278
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• 2006

Ten years have passed since Samsung SDI and LG Electronics introduced six sigma. Six sigma spreads on the wide industry areas such as service and public sectors as well as manufacturing industry. Six sigma speaks for Korean enterprise's management innovation now. Then, can we evaluate that Korean enterprise's six sigma has settled down successfully? This study compares Korean enterprise's six sigma with those of Japanese and American enterprises in the view of leadership, project, people, and methodology. We suggest five topics for the successful settlement of six sigma in Korean enterprises; 1) Role of executives and managers should be changed more actively, 2) Strategy-connected projects should be excavated, 3) Utilization and development plan should be made for black belt and master black belt, 4) Six sigma methodology should be advanced, especially DFSS methodology, and finally 5) Several innovation methodology should be integrated.

• 콘크리트학회지
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• 제6권4호
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• pp.113-122
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• 1994

본 연구는 전로슬래그를 콘크리트용 골재로 사용할 수 있는 가를 검토하기 위해서 수쇄슬래그에 전로슬래그를 중량비로 20%, 40%, 60%, 80%씩 혼합한 골재로 공시체를 제작하여 강도특성을 고찰하였다. 전로슬래그로 제작한 콘크리트의 슬럼프 값은 천연골재로 제작된 슬럼프 값보다 더 크게 나타났다. 또 수쇄슬래그에 전로슬래그를 혼입하여 제작된 콘크리트는 전로슬래그의 혼입율이 20%, 40%, 60%, 80%로 높아짐에 따라 팽창율도 0.007%, 0.014%, 0.043%, 0.19%로 각각 증가되었다. 따라서 비교적 안정성을 갖는 콘크리트를 제작하기 위해서는 수쇄슬래그와 전로슬래그의 혼입율을 60:40으로 하는 것이 좋을 것으로 생각된다. 또, 수쇄슬래그에 전로슬래그를 혼입하여 만든 콘크리트의 압축강도 (${\sigma}_c$), 인장강도(${\sigma}_t$), 휨강도(${\sigma}_f$)간의 상관관계를 회귀분석하여 도출한 인장강도와 휨강도의 예측공식은 다음과 같다. ${\sigma}_t$ = 0.16952${\sigma}_c$ - 4.9313 ${\sigma}_f$ = 0.25727${\sigma}_c$ + 6.0528

• 한국조사연구학회지:조사연구
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• 제8권1호
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• pp.1-30
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• 2007

본 연구에서는 6시그마에서 기대한 성과를 얻으려면 도입과정에서 일련의 단계를 거쳐야 한다는 가정을 하였으며 특히 조직성숙이 성과에 미치는 영향을 분석하고 있다. 6시그마에서 성과를 얻는 단계를 준비단계, 수용단계, 성숙단계로 정의하여 단계적 모형을 제시하였다. 준비단계는 다시 조직변화오인, 추진시스템요인으로 세분하였고, 결과변수인 성과는 시장경쟁력성과, 조직구성원성과, 재무성과로 구분하였다. 6시그마를 도입하여 기대한 성과를 얻으려면 이 단계를 순차적으로 거쳐야 한다는 가정을 토대로 단계모형과 경쟁모형을 설정하여 구조방정식 모형을 통하여 비교 분석하였다. 기업을 표본단위로 한 판단표집(judgement sampling)을 통해 설문자료를 수집 처리하였다. 최종적인 분석에는 281 업체에서 수집된 자료가 사용되었다. 6시그마를 도입하고자 하는 기업은 준비단계, 수용단계, 그리고 성숙단계까지 도달해야만 기대한 성과를 얻을 수 있다는 것을 분석결과로 제시한다. 즉, 준비와 수용만 되었다고 큰 성과를 얻는다기보다는 성숙단계까지 가야만 성과를 제대로 얻을 수 있음을 시사하고 있다.

• 품질경영학회지
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• 제31권1호
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• pp.1-10
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• 2003

In 1999, Six Sigma was introduced into Korea and after that it had general influence on company-wide management system. Quality Circles apply the various quality problem solving techniques such as QC 7 Tool, New QC 7 Tool, and statistical methods to rationalization, improvement in the shop floor. This paper empirically investigates the effects of Six Sigma on Quality Circles by analyzing the difference of problem solving technique's use. The number of teams employed in this study is 342, which participate in National Quality Circles Contest from 1997 to 2002 in Korea.

• ETRI Journal
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• 제29권6호
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• pp.835-837
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• 2007

A multi-bit sigma-delta modulator architecture is described for low-distortion performance and a high-speed operation. The proposed architecture uses both a delayed code and a delayed differential code of analog-to-digital converter in the feedback path, thereby suppressing signal components in the integrators and relaxing the timing requirement of the analog-to-digital converter and the scrambler logic. Implemented by a 0.13 ${\mu}m$ CMOS process, the sigma-delta modulator achieves high linearity. The measured spurious-free dynamic range is 89.1 dB for -6 dBFS input signal.

• 산업공학
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• 제13권2호
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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.