• Journal of the Korean Operations Research and Management Science Society
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• v.18 no.3
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• pp.159-177
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• 1993

One of major research issues in cellular manufacturing is studing factors that are fovorable or detrimental to the conversion of traditional functional layouts to GT cellular layouts. Among many factors, this paper explored plausible relationships between the scope of plant conversion and the manufacturing cell design processes and outcomes. The cell design practices of 28 U. S. plants were surveyed through a mail questionaire. While most relationships were not statistically significant, some interesting findings and insights could be drawn. With this researhc, we can better understand a part of relationships between the company's conversion strategy and the cell design strategies and outcomes.

• The Transactions of the Korean Institute of Electrical Engineers
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• v.43 no.4
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• pp.658-665
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• 1994

CIM is generally considered as a solution for total automation of a manufacturing system. In a CIM system, Flexible Manufacturing System(FMS) is linked colsely to the actual manufacturing line. This study will examine the strategy of integrating incompatible FA equipments, expecially PLCs (Programable Logic Controllers). PLC Manager is proposed as a model for integrating PLC algorithms, whose primary tasks are to communicate line-field data with PLCs and cell controller. To operate it, a PLC script language is designed and implemented.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.04a
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• pp.135-138
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• 2000

This paper is intended to propose what manufacturing configuration (manufacturing planning and shop floor control) is suitable for the tire industry. Basically tire-manufacturing process is mixed-products, parallel-disconnected-flow-shop. Both throughput time and cycle tine are very short, the variety of tires is very high, the setup time is long, shop floor data reporting requirements is high, and there are many equipments and people working. And with no exception, tire industry also now confronts increasing requirements of delivery conformance with the above peculiar characteristics of tire manufacturing and changing market environments, this paper suggests, weekly master scheduling with no MRP is desirable and traditional kanban is right selection for shop floor control/scheduling. This paper describes why this configuration should be, using the manufacturing engineering principles and some new insights like four primitives of parallel flow shop. Generally known that shop with high parallel-product-mix and long setup time isn't good candidate for kanban. The four primitives of parallel flow shop explain why kanban is also useful scheduling technique in that environment.

• Journal of Korea Technology Innovation Society
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• v.19 no.3
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• pp.545-571
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• 2016

The development of ICT brings a big change in manufacturing industries, and new information technology such as IoT, AR, and big data was applied on manufacturing process. As a result, the concept of smart factory has been introduced as a new manufacturing paradigm. In fact advanced countries like USA, Germany, and Japan have actively introduced smart factory in their manufacturing industries such as electronic, automobile, machinery, to improve production efficiency and quality. The manufacturing environment has been changed into flexible system, so that smart factory will be leading future manufacturing industries. Thes changes have more severe influence on Korean manufacturing industries. Mny industrial companies, have a strong interest in smart factory and they, particularly big enterprises, have been adopting smart factory to increase their manufacturing efficiencies. However, Korean small and medium-sized enterprises (SMEs) have many financial and technological difficulties so that the diffusion of smart factory in Korean SMEs has not been satisfiable up to present. However, smart factory is very important for enhancing their competitiveness in global market. Therefore, this study aims at identifying the standardization strategy of smart factory in so-called Korean 'roots industry' by presuming that the standardization will activate the diffusion of smart factory among Korean SMEs. For this purpose, first, this study examines the competitiveness of SMEs, especially in 'roots industry' and identifies the necessity of diffusion of smart factory among those SMEs. Second, based on the active review on the existing literature, this study identifies four factor groups that would influence the adoption or diffusion of standardized smart factory. They are technological, organizational, industrial and policy factors. Third, using those four factors, this study made two comprehensive case analyses on the adoption and diffusion of smart factory. These two companies belong to molding sector which is one of the important six sectors in 'root industry'. Finally, based on the theoretical and empirical analyse, this study suggests four strategies for activating the standardization of smart factory; international standardization, government-leading standardization, firm-leading standardization, and non-standardization.

• Journal of Digital Convergence
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• v.11 no.11
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• pp.233-242
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• 2013

Securing the appropriability strategy of R&D funding for technology innovation is very important because R&D needs a lot of time and money. Appropriability means the environmental factors that govern an innovator's ability to capture profits generated by an innovation. Generally appropriability mechanism has five kinds, including patent, secrecy, lead time advantage, complementary sales & service, complementary manufacturing. In this paper, we surveyed domestic software industry professionals about appropriability mechanism strategy, and presented a result of priority of each factor and difference between previous research and this study, using the pair-wise comparison method. The result of study showed that domestic IT manufacturing companies prefer patent better than other appropriability mechanism.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1998.10a
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• pp.114-117
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• 1998

Failure to link business or operations strategy with the activities of operations is a critical problem in strategy implementation process. This problem comes from malfunction of a coordination and control mechanism to support the strategic direction by effective communication throughout the firm. A performance measurement and evaluation system (PMES) is thought as a core mechanism to monitor, direct. and induce desirable activities. We have developed a new strategic PMES (SPMES) that can effectively support the manufacturing strategy by utilizing customized performance measures. They are selected from a pool of four distinct but closely related sets of performance measures; financial, market, internal competency, and performance driver. In this paper, we briefly review the structure of the SPMES and explain the change process of PMES into SPMES in manufacturing business units. First we analyze the business environment and manufacturing strategy to identify short- and long-term issues facing the management. Next step is scrutinizing the objectives and activities of every function and process in the business unit. Using the information obtained, we can diagnose the gaps between currently effective PMES and desirable SPMES supporting the strategies. Once the problems in existing system are identified, we reconfigure the existing and new measures to establish a SPMES through a series of analyses, discussions and workshops. In organizing the selected measures in the new system, we use AHP method to reflect the relative importance of the measures in a specific business. Finally, modification or development of information system to support the SPMES wraps up the development process, and implementation begins. We explain the entire process using two cases to clarify the real meanings and the difficulties of PMES change process.

• Structural Engineering and Mechanics
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• v.83 no.3
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• pp.341-351
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• 2022

During bolted flange assembly, the contact stiffness of some areas of the joint surface may be low due to the elastic interaction. In order to improve the contact stiffness at the lowest position of bolted flange, the correlation model between the initial bolt pre-tightening force and the contact stiffness of bolted flange is established in this paper. According to the stress distribution model of a single bolt, an assumption of uniform local contact stiffness of bolted flange is made. Moreover, the joint surface is divided into the compressive stress region and the elastic interaction region. Based on the fractal contact theory, the relationship model of contact stiffness and contact force of the joint surface is proposed. Considering the elastic interaction coefficient method, the correlation model of the initial bolt pre-tightening force and the contact stiffness of bolted flange is established. This model can be employed to reverse determine the tightening strategy of the bolt group according to working conditions. As a result, this provides a new idea for the digital design of tightening strategy of bolt group for contact stiffness of bolted flange. The tightening strategy of the bolted flange is optimized by using the correlation model of initial bolt pre-tightening force and the contact stiffness of bolted flange. After optimization, the average contact stiffness of the joint surface increased by 5%, and the minimum contact stiffness increased by 6%.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1989.10a
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• pp.59-61
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• 1989

• Korean Management Science Review
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• v.10 no.2
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• pp.121-143
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• 1993

Traditional Manufacturing method is push system by plan made in advance and Japanese manufacturing method represented by JUST-IN-TIME is pull system which respond's to the demand flexibly. Both have their pros and cons. In general, it is well understood that push system is faster than pull system in the sense of manufacturing speed. However, pull system such as JIT excelles dramatically in the sense of work in process. Therefore, this paper is trying to put together to get alternative which has the advantage of both system. The objective of the paper is to enhance the effect of built-in manufacturing system without paying extra cost by way of introducing the alternative of the pull-push manufacturing strategic operational method.

• Proceedings of the Korean Society of Machine Tool Engineers Conference
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• 2001.04a
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• pp.177-181
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• 2001

This paper presents an strategy algorithm of a soccer robot. We simply classified strategy of soccer robot as attack and defense. We use DC-motor in our Soccer Robot. We use the vision system made by MIRO team of Kaist and Soty team for image processing. Host computer is made by Pentium III. The RF module is used for the communication between each robot and the host computer. Fuzzy logic is applied to the path planning of our robot. We improve strategy algorithm of soccer robot. Here we explain improvement of strategy algorithm and fault of the our soccer robot system.