• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.51-65
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• 1991

This paper describes computer-integrated manufacturing (CIM) systems as strategic information systems for business which play an important role in accelerating the speed of business, and develops a measure showing a degree of business tendency to be CIM which enables the business to check on its present status as far as CIM is concerned. It is well known that the productivity of knowledge workers is lower than that of other workers. Nowadays, a great deal of effort goes into the productivity improvement of knowledge workers. In this respect, this paper also develops a quantitative model for the productivity of knowledge workers. Finally, this paper deals with following four steps which our small business should follow through its process of CIM: [Step 1] Using expert knowledge; [Step 2] Invention of technological information; [Step 3] Feedback of factory information to the management; and, [Step 4] Accelerating the speed of business.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.1
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• pp.53-73
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• 2002

The launch of a new business is crucial to the future growth and profitability of a company. A new business project typically requires a large amount of resources while it has a high possibility of failure. The evaluation of new business opportunities is therefore quite a critical decision-making to companies. This evaluation includes screening of a large number of criteria at a time which often makes desision-making very complicated. Management should evaluate the business alternatives in a sound and consistent manner that is hard to achieve because the new business evaluation is a typical semi/unstructured decision-making problem. The difficulty in such an evaluation will increase if it is required for management to consider both quantitative and qualitative criteria simultaneously. Under these circumstances, this study has proposed a decision-making framework that utilizes analytical hierarchy process(AHP). This study has identified a set of criteria essential to the new business evaluation and suggested a systematic framework for it. Both qualitative and quantitative evaluations are incorporated into the single framework in this study.

• International Journal of Quality Innovation
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• v.6 no.1
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• pp.98-108
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• 2005

In the light of globalisation and the international division of labour, the article will stress the importance of a new conception of quality management, focusing more on the social and environmental aspects of quality in global supply chains with a particular emphasis on suppliers' perspectives. The increasing focus on corporate social responsibility, business ethics, corporate citizenship, sustainable development etc. indicates that managers have failed to see social and environmental aspects of the production as an integrated part of quality.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.350-353
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• 2001

As different service classifications for existing and new business data services, it is hard to gather necessary data for the service providers to set their strategies and regulations are also applied asymmetrically to each service provider. Therefore an appropriate market classification is required for the business data services. The Hendry model is selected in this paper to analyze substitution degree among services and then Hendry model is applied to competition among four business data services. As a result, it is shown that these services compete directly and future market shares of services are forecasted and positioning strategy for new services is considered.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1998.10a
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• pp.201-201
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• 1998

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.772-779
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• 2003

In the real world, business processes are very complex and composed or heterogeneous business activities. As the advent or the Web services enables business processes to be Integrated and to be automated. It makes enterprises integrate heterogeneous business processes from different business partners as well as their internal business processes. To support recent trends in integration of business processes, BPEL, WS-E and WS-T specipications have been established since 2002 WS-C and WS-T describe the reliable business environment including compensation (undo) or completed business processes. The compensation of business processes is a basic requirement for automation or business processes among business partners. Systems implementing these specifications, however, very rarely exist. It's not only because those specifications are developed recently. but also because they are not perfect yet. In this paper, a new business process transaction management, which complements the deficiency of WS-E and WS-T, is suggested. Furthermore, the new approach proposes the business logics for supervisory coordinators which manage serial and parallel business gates The modification or traditional WS-T specification and the simplification or WS-E specification make business processes managed effectively.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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• pp.233-236
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• 2003

Redesign of business processes still attracts a lot of interest. There have been a variety of quantitative approaches to analyze of business process. However, to examine and determine the quality-focused characteristics of the business process, a qualitative approach should be deployed. This paper introduces a qualitative approach process analysis, especially adopted the concept of the emotional engineering which is used in the area of the product design. To analyze the qualitative aspect of the business process, the emotional adjectives for the business process are used. The proposed methodology enables to determine which of business process is better or not in a more intuitive way.

• Journal of Industrial Technology
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• v.24 no.A
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• pp.47-57
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• 2004

Industrial efforts for increased market sales have directed towards the development and implementation of on-line marketing systems under recent e-business environment. Internet-based shopping mall is one of the most popular system. A business process model for an intermediary type shopping mall using IDEF0 has been presented in this study. Specific efforts have been focused on defining and analyzing a diversity of business processes embedded in practical B2B and B2C mall system operations. We first briefly examined the considered system with IDEF0 design. We then defined fundamental business processes within shopping mall systems. Upon careful examination and analysis of them, a detailed business process model based on IDEF methodology has been designed. The results in this study may well form a conceptual framework for shopping mall development and operations.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.792-799
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• 2003

As eTransformation and collaborative eCommerce have been on the rise, business processes between business partners are increasingly recognized as important assets that need to be integrated. These trends imply more complex and dynamic business processes should be considered in order to integrate related business organizations and business units. Moreover, these business processes are widely distributed across stakeholders. Therefore, there is a need for business process modeling that is usable, flexible and capable of integrating systems consistently across businesses and technology barriers. In this paper, a business process modeling methodology is introduced, which is based on top­do\W and model-driven approach utilizing OMG's MDA(Model-Driven Architecture) and UML profile for EDOC(Enterprise Distributed Object Computing). This provides the ability to model business process at all levels simultaneously, to combine business process models retaining their meaning, to use business process design patterns constraining the behavior of sub-processes, and to derive specific codes from a stable model as the underlying infrastructure shifts over time. In addition, we suggest some modifications of the meta-model for EDOC-Business Process Profile by adding new features in order to model business processes rigidly. This paper illustrates some examples of business process modeling and compares them with UML diagrams and IDEF models. The proposed methodology is implemented to develop a business process modeling tool.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1994.04a
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• pp.556-556
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• 1994