• International Journal of Quality Innovation
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• v.6 no.3
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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.

• Journal of Korean Society for Quality Management
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• v.50 no.3
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• pp.373-386
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• 2022

Purpose: This study proposes the application of Six Sigma management innovation method for more systematically enhanced execution of Quality by Design (QbD) activities. QbD requires a deeper understanding of the product and process at the design and development stage of the drug, and it is very important to ensure that no fault is fundamentally generated through thorough process control. Methods: Analyzing the background and specific procedures of quality improvement based on the drug design basis, and analyzing the key contents of each step, we have differentated and common points from the 6 Sigma methodology. We propose a new model of Six Sigma management innovation method suitable for pharmaceutical industry. Results: Regulatory agencies are demanding results from statistical analysis as a scientific basis in developing medicines to treat human life through quality improvement activities based on drug design. By utilizing the education system to improve the statistical analysis capacity in the Six Sigma activities and operating the 6 Sigma Belt system in conjunction, it helped systematically strengthen the execution power of quality improvement activities based on pharmaceutical design based on the members of the pharmaceutical industry. Conclusion: By using QbD Six Sigma, which combines quality enhancement based on pharmaceutical design basis and Six Sigma methodology suitable for pharmaceutical industry, it is possible to obtain satisfactory results both by pharmaceutical companies and regulators by using appropriate statistical analysis methods for preparing scientific evidence data required by regulatory.

• Journal of Hydrogen and New Energy
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• v.20 no.6
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• pp.492-498
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• 2009

Six sigma methode was applied for optimization of flow field design of a proton exchange membrane fuel cell (PEMFC). The optimization between number of channel and channel/rib width was suggested in this paper with six sigma method. With the help of six sigma design of experiment (DOE) the number of experiments may be reduced dramatically. The fuel cell channel design optimization with results of these experiments with a 100 $cm^2$ serpentine flow field indicates a optimization data for a given constant operating conditions.

• International Journal of Automotive Technology
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• v.4 no.4
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• pp.193-201
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• 2003

The problem of brake judder is typically caused by defects of quality manufacturing. DFSS (Design for six sigma) is a design process for quality improvement. DFSS will result in more improved but less expensive quality products. This paper presents an implementation of DFSS for quality improvement of the brake judder of heavy-duty trucks. Carrying out 5 steps of DFSS, the major reasons for defects of quality are found. The numerical approximation of the brake system is derived by means of the response surface method. Its quality for brake judder is improved by using the sigma based robust design methodology. Results are compared between the conventional deterministic optimal design and the proposed sigma based robust design. The proposed one shows that manufacturing cost may increase as the quality level increase. The proposed one, however, is more economical in aspect of the overall cost since the probability of failure dramatically goes down.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.677-696
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• 2017

Purpose: This study suggests that Six Sigma MBB should be used as a key talent to lead the fourth industrial revolution era by training them with big data processing capability. Methods: Through the analysis between articles on the fourth industrial revolution and Six Sigma related papers, common competencies of data scientists and Six Sigma MBBs were identified and the big data analysis capabilities needed for Six Sigma MBB were derived. Then, training was conducted to improve the big data analysis capabilities so that Six Sigma MBB is able to design algorithms required in the fourth industrial revolution era. Results: Six Sigma MBBs, equipped with the knowledge in field site improvement and basic statistics, were provided with 40 hours of big data analysis training and then were made to design a big data algorithm. Positive results were obtained after applying a AI algorithm which could forecast process defects in a field site. Conclusion: Six Sigma MBB equipped with big data capability will make the best talent for the fourth industrial revolution era. A Six Sigma MBB has an excellent capability for improving field sites. Utilizing the competencies of MBB can be a key to success in the fourth industrial revolution. We hope that the results of this study will be shared with many companies and many more improved case studies will arise in the future as a result of this study.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.39-56
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• 2008

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

• International Journal of Quality Innovation
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• v.5 no.2
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• pp.63-69
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• 2004

This is an R&D project on design optimization of the inner shield of the Omega color picture tube at Samsung SDI in Korea. This was an R&D project which basically used the IDOV (Identify, Design, Optimize, Validate) process for Six Sigma implementation. Most Six Sgima projects use the process of DMAIC (Define, Measure, Analyze, Improve, Control). However, this project introduces a new cycle, RDIDOV (Recognize, Define, and IDOV). Here CPT means Color Picture Tube. Sam sung SDI is one of the two companies which began Six Sigma in Korea. This case study shows a good example how an R&D Six Sigma project can be usefully employed in manufacturing companies using a new process cycle.

• Journal of KIISE:Software and Applications
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• v.35 no.4
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• pp.234-244
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• 2008

Since the advent of Six Sigma in 1980's, Six Sigma is widely used in various industry areas, such as manufacturing, financial, government, and service, and proves its innovation ability and value by providing lots of success stories. Several researches have been conducted to adopt Six Sigma for Software Development and Software Quality Assurance-Software Six Sigma. Although the wide use of Six Sigma, there is no software tool to support the execution of Six Sigma Project. For this reason, the Quantitative Six Sigma Project Management is required to support for measuring and analyzing Six Sigma Projects, storing and reporting the results from Six Sigma Projects, and managing Six Sigma Projects through the whole process of, DMAIC or DMADV. In this paper, we introduce the design and implementation of a Quantitative Six Sigma Project Management Framework and Tool. The execution of Six Sigma Project based on Six Sigma Project Management Tool benefits the quantification, the systematization, and the integration.

• Transactions of the Korean Society of Machine Tool Engineers
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• v.15 no.5
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• pp.65-71
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• 2006

This paper presents the robust design of gripper part for a high-speed LCD(Liquid Crystal Display) transfer system. In this paper, the $1^{st}$ DOE(Design of Experiment) is conducted to find out main-effect factors for the design of gripper part. Thirty-six analysis are performed using $ANSYS^{(R)}$ and their results are statistically analyzed using $MINITAB^{(R)}$, which shows that the factors, i.e., First-width, Second-width, Rec-width, and thickness of gripper part, are more important than other factors. The main effect plots shows that the maximum deflection and mass of gripper part are minimized by increasing First-width, Second-width, Rec-width and thickness. The $2^{nd}$ DOE is conducted to obtain RSM(Response Surface Method) equation. The CCD(Central Composite Design) technique with four factors is used. Optimum design is conducted using the RSM equation. Genetic algorithm is used for optimal design. Six sigma robust design is conducted to find out a guideline for control range of design parameter. To obtain six sigma level quality, the standard deviations of design parameters are shown to be controlled within 5% of average design value.

• Industrial Engineering and Management Systems
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• v.10 no.3
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• pp.232-237
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• 2011

Design for Six Sigma (DFSS) has been implemented in many companies to enhance their business performance and customer satisfaction. However, DFSS has not been widely applied to the aircraft industry which operates large, complex development programs. In this paper, the characteristics of an aeronautical product development program are analyzed to figure out the limitations of current DFSS methodology and the prerequisite to deployment of DFSS at the program level is suggested.