• 대한안전경영과학회지
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• 제13권2호
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• pp.243-249
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• 2011

The purpose of the study was to improve of performance for Magnetic Resonance Imaging (MRI) examination in the department of radiology. It was performed DMAIC (Define, Measure, Analyze, Improve, and Control). In the stage of definition, The fifth kinds of CTQ (critical to quality) by the kindness, the waiting time, the examination explanation, the waiting time and the waiting environment were selected by voice of customer. In the stage of measurement, the performed examinations and the reservation waiting time were measured each 1.77 and 1.69 sigma. In the stage of analysis, the potential key causes were determined the limited working hours and the difference of examination time of various entries. In the stage of improvement, MRI were performed with the operating system of 24 hours examination and the optimization of the difference of examination time by among of 30 minutes, 40 minutes, 50 minutes. Finally, the number of examinations and reserved waiting days were measured by each 3.17 and 1.71 sigma in the control stage.

• 한국산업정보학회논문지
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• 제25권4호
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• pp.49-63
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• 2020

오늘날 지방 자치 기관은 재원이 계속 줄어들고 시민의 서비스 품질 기대치가 높아지면서 복잡한 문제에 직면하고 있어 문제해결을 효율적으로 관리할 수 있는 도구를 개발하고 실행해야 한다. 문제해결을 위해 린식스시그마 이론과 도구들이 영리 집단에는 광범위하게 사용되고 있지만, 공공기관에 사용된 사례는 희박하다. 본 연구는 린식스시그마 방식과 도구들을 미국의 한 소도시 산하 지방자치단체의 효율적인 운영 프로세스와 서비스 품질 그리고 시민의 고객 만족을 향상하기 위하여 사용된 사례를 다룬다. 본 사례 연구는 DMAIC (Define, Measure, Analyze, Implement, and Control) 방식을 채택하여 문제를 파악하고 수행지표를 개발 및 측정하여 시행할 수 있는 계획을 제안한다. 본 사례 연구의 결과 지방 정부 공공 업무에 린식스시그마의 이론과 방법을 적용하는 것이 서비스를 제공하는 프로세스의 효율성과 서비스 품질을 개선할 수 있는 훌륭한 방법이 될 수 있음을 보여준다.

• 대한안전경영과학회지
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• 제12권2호
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• pp.225-230
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• 2010

The purpose of the study was to apply and to expand the six sigma to reduce waiting times for computed tomography (CT) examination which manipulated by the department of radiology. It was preceded by DMAIC (Define, Measure, Analyze, Improve, and Control). In the stage of definition, it wereselected for total 5 critical to quality (CTQ), which were the kindness, the waiting time, the examination explanation, the waiting day and the waiting stand environment, that increased the reserved time of CT examination. In the stage of measurement, the number of examinations and of reservation waiting days performed and resulted in final CTQ(Y) which measured each 1.68 and 1.85 sigma. In the stage of analysis, the examination concentrated on morning time, non-scheduled examination of the day, the delayed time of booking, frequent telephone contacting and equipment malfunction were determined as variable key causes. In the stage of improvement, it were performed with expansion of the examination in the morning time, integration of laboratories that used to in each steps, developing the ability of simultaneous booking schedule for the multiple examinations, developing program of examination request, and the customer management team operations. For the control, the number of examinations and reserved waiting days were measured each 3.14 and 1.13 sigma.

• 대한안전경영과학회지
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• 제12권1호
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• pp.161-168
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• 2010

This paper presents a six sigma project for improving customer satisfaction of a franchise store. The project follows a disciplined process of five macro phase : define, measure, analyze, improve, and control(DMAIC). Due to the limitation of existing methodologies, numerous difficulties arise during the six sigma application to transactional processes. This paper expected to be helpful to service industry in which is very difficult to measure and implement.

• 품질경영학회지
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• 제31권1호
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• pp.123-131
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• 2003

This paper considers a six sigma project for reducing the defects rate of the welding process in manufacturing firms. The project follows a disciplined process of five macro phases. define, measure, analyze, improve and control(DMAIC). The need of customers is used to identify critical to quality(CTQ) of project. And a process map is used to identify process input factors of CTQ. Four key process input factors are selected by using an input factor evaluation of teams; an interval of welding, an abrasion, an electric current and a moving freely. DOE is utilized for finding the optimal process conditions of the three key process input factors. Another one key input factor improved to welding machine. The six sigma level of defects rate becomes a 2.01 from a 1.61 at the beginning of the project.

• 품질경영학회지
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• 제29권3호
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• pp.166-176
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• 2001

This paper considers a six sigma project for reducing the color variation of the monitor materials in a chemical plant. The project follows a disciplined process of five macro phases: define, measure, analyze, improve, and control (DMAIC). A process map is used to identify process input variables. Three key process input variables are selected by using an input variable evaluation table; a melting pressure, a coloring agent, and a DP color variation. DOE is utilized for finding the optimal process conditions of the three key process input variables. The sigma level of defects rate becomes a 4.58 from a 2.0 at the beginning of the project.

• International Journal of Quality Innovation
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• 제6권3호
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• pp.121-131
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• 2005

Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma-consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an example, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2004년도 품질경영모델을 통한 가치 창출
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• pp.211-216
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• 2004

6 Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as process of solving problem. Enterprise already propelling successfully 6 sigma such as Motorolla, GE and consulting companies leading 6 sigma also propose DMAIC methodology traditionally But from making 6 sigma activated, enterprises and 6 sigma consulting companies propose 6 sigma methodology matching office indirection part and research and development part. As the forward example, DFSS(Design For Six Sigma) is R&D part application in GE. This study investigates 6 sigma methodology corresponding to Right Process of the kernel factor. Especially for optimum design of the R&D part, revise DFSS definition and general concept organization through DFSS methodology research and analysis.

• 대한안전경영과학회지
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• 제11권1호
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• pp.121-130
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• 2009

This paper considers a six sigma project for reducing the cost copper of the cable materials in a electric wire company. The project follows a disciplined process of five macro phases: define, measure, analyze, improve, and control (DMAIC). A process map is used to identify process input variables. Three key process input variables are selected by using an input variables are selected by using an input variable evaluation table: large cable, plating, and a twisted pair. DOE is utilized for finding the optimal process conditions of the three key process input variables. The implementing result of this six sigma project is enable for reducing of the 2.8% copper materials.

• 산업공학
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• 제18권2호
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• pp.117-125
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• 2005

One of the primary means of achieving global competitiveness is to reduce the COPQ in our business units. Although the COPQ is not known precisely, it is known to be very high. Also, it may be underestimated by the hidden costs due to non-value added activities, such as potential lost sales, costs of redesign due to quality reasons, and extra manufacturing costs due to defects, etc. In any manufacturing or service operation, all actions and resource expenditures of a company should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. In this paper, a management system is developed for evaluating and reporting the COPQ in our business units, based on the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) roadmap.