• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.222-222
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• 1991

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.475-475
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• 1991

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.467-467
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• 1991

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1989.10a
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• pp.58-58
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• 1989

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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• pp.212-212
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• 1996

• Korean Journal of Construction Engineering and Management
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• v.12 no.4
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• pp.139-148
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• 2011

u-City projects are different with the existing urban development projects progress via convergence with IT technology. Therefore, it inheres many risk factors more than the existing development projects as including more complexity and variety. The risk management system to systematically manage those risks which get identified and quantified is required. Especially, the planning phase that is appeared the various forms has a large effect on the success of the business. However, the management of risk factors remains in the passive form. So the problems on u-City project in the planning phase and risk factors of existing development business were analyzed for the continuous growth and the successful performance of u-City project, and those risk factors was identified and quantified by using statistical technique. In the results of it, the core risk factors were obtained through which way and the basis for the effective risk management in u-City business is provided.

• Journal of the Korean Society of Environmental Restoration Technology
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• v.17 no.1
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• pp.185-201
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• 2014

The Yong-neup of Mt. Daeam, which was designated as Korea's National Monument No.246 in 1973, is a high moor, and it has been managed with the designation as an ecosystem conservation area, Ramsar wetlands, and wetland conservation area. With the closing of the officially announced 5-year period for 'No-Trespassing' on the ecosystem conservation area starting August, 2010, it becomes necessary to arrange a systematic management and conservation scheme in consideration of the access & use of the visitors and Yong-neup's potential change into land consequent on making it open to the public. This study thinks that in order to preserve the Yong-neup, it's necessary to prepare the conservation plan for the program operation for exterminating exotic species, development of replacement wetlands and nurseries, access limit through zone categorization, establishment of environment-monitoring system, institutional management support, and establishment of managing facilities, etc., and to make scientific approaches, such as survey on wetland ecosystem, establishment of inventories, wetland monitoring, and drawing up of wetland ecology maps, etc. In addition, it is required that there should be adequate considerations of restoration of slope faces, drains, artificial embankment, water-collecting wells, roads for military operations, and wild-boar-stricken areas, etc., and should be continuous and systematic management of Yong-neup through the wise use of residents' participation-style maintenance, organization of a consultative body, introduction of CEPA programs, and introduction of visiting facilities and alternative transportation system, etc.

• Journal of Korea Society of Digital Industry and Information Management
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• v.18 no.1
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• pp.163-177
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• 2022

The purpose of this study is to analyze the impact of quality management system requirements, which are techniques for management innovation to secure competitiveness of small and medium-sized manufacturers, on management performance as economic uncertainties increase and non-face-to-face culture spread. To this end, a survey was conducted on small and medium-sized manufacturing companies that maintain ISO certification. As a result of the study, first, it was found that planning had a positive effect on management performance among the requirements of the quality management system. Second, it was found that improvement among the requirements of the quality management system had a positive effect on management performance. Third, in the relationship between the requirements of the quality management system and management performance, leadership was found to have a complete mediating effect on planning. This means that the CEO plays a large role in establishing strategies for companies to gain a competitive advantage and will contribute to establishing all measures.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.3
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• pp.170-179
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• 2016

In this paper we have tackled the outstanding inventory planning problems over new product launching period in a more holistic manner by addressing first the definition of efficient business rules to effectively control and reduce the inventory risks followed by the rigorous explanations on the implementation guide on suggested inventory planning rules. It is not unusual for many companies in the consumer electronics market to make a great effort to reduce the time to launch a new product because the ability to bring out higher performing products in such a short time period greatly increases the probability for them to remain competitive in the high tech market. Among so many newly developed products, those products with new features and technologies appeal to many potential customers while products which fail to win customers by design and prices rapidly disappear in the market. To adapt to this business environment, those companies have been trying to find the answer to minimize the inventory of old products so they can move to next generation products quickly with less obsolete material. In the experimental implementation of our rule-based inventory planning, Company 'S' reduced the inventory cost for the outgoing products as low as 49% of its peak level of its preceding product version in just 5 month after the adoption of rule-based inventory planning process and system. This paper concluded the subject with a suggestion that the best performance of rule-based inventory planning is guaranteed not from one-time campaign of process improvement along with system development but the decision maker's continuing support and attention even without seeing any upcoming business crisis.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.108-135
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• 1996

This paper investigates the current feature of management strategy of hospitals in Korea, and examines the relationships between adoption of a particular strategic orientation and the hospitals environmental and organizational characteristics, strategic behaviors and management improvement activities, and financial performance. Data were collected from CEOs of 88 hospitals among 650 hospitals for a 13.5% response rate using the self-administered questionnaire by mail survey. The major findings that obtained are as follows: 1. Only 37.2% of response hospitals carried out strategic planning, Most of these hospitals established the first strategic planning in 1991(81.3%) and renovated strategic planning by 4 or 5 years(56.3%), and modified strategic planning with flexibility(59.4%). Most strategic plans were documented, but informalized(68.8%). And only 29.0% of these hospitals had independent planning division. 2. Hospital services that CEOs assessed rank ordered for their impact on profitability are as follows: i)diagnostic ultrasound facility, computerized tomography scanner, obstetric inpatient unit, therapeutic X-ray, and physical therapy at present. ii)diagnostic ultrasound facility, physical therapy, computerized tomography scanner, emergency department, and health screening at future. And the services rank ordered that CEOs hoped to introduce are as follows: emergency department, physical therapy, health screening, volunteer services, and computerized tomography scanner. 3. Using a typology developed by Miles and Snow(l978), the strategic orientation of response hospitals are shifting significantly from defenders in the past to analyzers in the present, and to prospectors in the future(p<.01). 4. With regard to hospital environmental and organizational characteristics such as ownership, physician training, location, bed size, and hospital management training career and specialty of CEOs, the four strategic orientation archetypes varied not significantly. But, hospitals with a analyser orientation in the present and a reactor orientation in the future perceived competition significantly higher than the other three archetypes(p<.05). 5. The four archetypes rank ordered in terms of appling strategic behaviors and management improvement activities are as follows: prospector, analyzer, reactor, and defender. 6. The four archetypes differed significantly in terms of their financial performance using revenue per bed(p<.05). Reactors and prospectors in terms of total revenue per bed, prospectors in terms of outpatient revenue per bed, and reactors and prospectors in terms of inpatient revenue per bed had the best performance.