• 품질경영학회지
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• 제28권2호
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• pp.89-102
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• 2000

Many organizations have developed their own traditional quality information systems. But, they think of it as one of the functional information systems not as a company-wide decision support information systems. A study on traditional quality information systems(QIS) has been conducted and a new conceptual framework of quality information system is proposed in this paper. In order to support enterprise wide total quality management aggressively, a new conceptual framework, named quality management support information system(QMSIS) is developed and proposed. This framework is based upon Malcolm Baldrige National Quality Award(MBNQA) model integrates management information system approach and traditional quality information system concept. In this model, organizational performance and process performance can be monitored to support managers , decision making about organizational quality management activities.

• International Journal of Quality Innovation
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• 제7권1호
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• pp.206-222
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• 2006

Recent research on quality management systemically explored the use of quality management practices and performance. The consequences of using quality practices have not been consistently confirmed despite an increasing number of published empirical studies. The results of empirical studies of quality practices and performance are mixed. This study examines which quality management practices indicate high-, medium-, and low-performance under the TQM framework using MANOVA and multiple discriminant analysis (MDA). To measure quality management practices, this study used the Malcolm Baldrige National Quality Award (MBNQA) framework. Based on a survey of 490 suppliers from eleven different industries in Korea, the results revealed that the high performing group surpasses the medium and low performing groups in process management, employee empowerment, employee education and training, and employee satisfaction. Furthermore, the high and medium performing groups exceed the low performing group in human resource planning and evaluation, strategic deployment, leadership system, and senior executive leadership.

• International Journal of Contents
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• 제18권3호
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• pp.34-48
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• 2022

The purpose of this study was to develop indicators for quality management of educational institutions, and to achieve this, literature analysis and expert interviews were conducted. Through literature analysis, the components of TQM were derived focusing on factors to improve the quality of education, engineering education accreditation standards, and a representative education accreditation system, were considered. Additionally, seven areas as well as 32 indicators required for education quality management, were derived by comparing the EFQM excellence model and the MBNQA education model, applied for quality management of companies and institutions. By comparing and synthesizing these results, a draft was developed for the quality management index of educational institution. Next, opinions on correction and supplementation of quality management indicators derived from literature analysis, were collected from five education experts. From the comparisons and integration of these results, eight criteria (leadership, strategy, customers, people, facilities and environment, curriculum management, curriculum improvement, and performance management) and 34 indicators, were proposed for quality management indicators for educational institutions. Curriculum management, people, and performance management criteria were considered more significantly in quality management of educational institutions, and several implications are suggested based on the study results.

• 산업경영시스템학회지
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• 제34권1호
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• pp.14-24
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• 2011

Though many researchers have interested in the effects of creativity management on the business performance, few have researched the relationship between management execution systems for creativity management and the performance. This paper tried to identify the relationship between management execution systems for creativity management and the performance by using 181 Korean companies' survey data. In this paper, a creative management execution system is modelled by the six criteria that are widely used in the Malcolmn Baldrige National Quality Award, and the performance is measured by a composite variable called by business capability. Through an analysis of survey data using factor analysis and regression analysis, this paper tried to answer two research questions: Firstly, does creative management execution systems have the characteristics of multi-dimensionality? Secondly, does creative management execution systems have an impact on the firm's performance? It was found that a creative management execution system largely consists of two parts, which are called 'system factor' and 'management support factor', and system factors have a more strong impact on the performance. The contribution of this paper is in suggesting that establishing a systematic creative management execution system is required in order to efficiently manage for creativity.

• 품질경영학회지
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• 제43권1호
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• pp.11-30
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• 2015

Purpose: The purpose of this study is to lay groundwork for future research on the outcomes of national quality awards for secondary-care healthcare organizations. Methods: For this study, a secondary-care hospital was selected through a convenience sampling method and all of its organizational members participated in complete enumeration survey using 109 survey questions derived from the MBNQA criteria for healthcare through structural equation modeling (SEM) Results: As a result, Leadership was shown to drive Foundation and Direction, which affect System that creates Results with 12 hypotheses supported out of 18 hypotheses established. Conclusion: The findings of this study will provide valuable implications to the top management of secondary-care hospitals for self-examining quality management and promoting sustainable competitiveness.

• Industrial Engineering and Management Systems
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• 제7권3호
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

• 대한안전경영과학회지
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• 제10권3호
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• pp.155-166
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• 2008

Advanced countries worldwide lead government leading management innovation by suggesting unique managing system which can be survived in global economy war including JQA of Japan and EFQM of Europe based basically on MBNQA of U.S.A. and by rewarding to suitable companies. Mckinsey, global management and consulting company points out that Korea has no management because Korean productivity level which dependence to small and medium sized companies is high by the limitation of elemental invests leading type growth strategy including labor and capital is only 1/2 of U.S.A. and 2/3 of Japan. In particular, the competitive power of Korean small and medium sized companies goes into a recession by productivity lowering according to the chinese follow-up, laboring time shortening, variety and aging, and fundamental management innovation activities for reinforcing survival and competitive power are needed. Therefore, in this study, we try to construct the model of productivity managing system of innovation type small and medium sized companies which make excellent results.

• 품질경영학회지
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• 제34권4호
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.