• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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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.

• 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.