• Journal of Fashion Business
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• v.13 no.4
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• pp.21-36
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• 2009

The objective of the study is to create color plan for company D based on color images of the Bloomsbury Group paintings, which is an art institute based in Bloomsbury, London, a hometown of the company, to renew the traditional brand image of the company by blending fashion and art. This study analyzed 'D's previous F/W Color planning from 2003 to 2007 through NCS to understand characteristics of company D's color planning. It considered company D's color renewal concept by looking into Bloomsbury Group's backgrounds and pieces. Based on 2008-2009 F/W color trend and the analysis result, the study suggests a color plan with reference to a case study of the company D, for which I work as a colorist. The color renewal of the company D for 2008-2009 F/W season was categorized into theme I. Bloomsbury and theme II. Charleston for planning. The following table summarizes the result of 2008-2009 F/W season color plan with focus on development of new check and print patterns. The significance of the study can be found in that it advanced beyond the color planning stage to be applied to the actual renewal. Through a renewal of an existing brand, a fashion brand can be revitalized to have distinguished competitiveness.

• 한국디지털정책학회:학술대회논문집
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• 2005.11a
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• pp.177-183
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• 2005

The purpose of this paper is to analyze the concept and cultivating planning of leading company in digital contents industry to promote industrial competitiveness of Korea. Analysis of this study focuses on concept of leading company in digital contents industry through the delphi method. And in addition, we propose the cultivating planning through the value chain method and AHP method. Finally, this study presents the various implication and policy planning.

• Journal of Korean Society for Quality Management
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• v.14 no.2
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• pp.61-68
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• 1986

In this modern environment, manufacturing companies must continually persevere in their efforts to solve the problems encountered in the effort to improve productivity and quality while simultaneously reducing production costs. In this paper, we have approached the problem of layout planning by using the Muther' Systematic Layout Planning model (1961). This model applied the "H" company layout problem. In conclusion the "H" company mislayout in plant. We have a compare this model to old method ("H" company present layout), we produced a good result in layout.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.38 no.3
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• pp.78-86
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• 2015

Up-to-date business environment for manufacturers is very complex and rapidly changing. In other words, companies are facing a variety of changes, such as diversifying customer requirements, shortening product life cycles, and switching to small quantity batch production. In this situation, the companies are introducing the concept of JIT (just-in-time) to solve the problem of on-time production and on-time delivery for survival. Though many companies have introduced ERP (enterprise resource planning) systems and MRP (material requirement planning) systems, the performance of these systems seems to fall short of expectations. In this paper, the case study on introducing an APS (advanced planning and scheduling) system based on dispatching rules to a machining company and on finding a method to establish an efficient production schedule is presented. The case company has trouble creating an effective production plan and schedule, even though it is equipped with an MRP-based ERP system. The APS system is applied to CNC (computer numerical control) machines, which are key machines of the case company. The overall progress of this research is as follows. First, we collect and analyze the master data on individual products and processes of the case company in order to build a production scheduling model. Second, we perform a pre-allocation simulation based on dispatching rules in order to calculate the priority of each order. Third, we perform a set of production simulations applying the priority value in order to evaluate production lead time and tardiness of pre-defined dispatching rules. Finally, we select the optimal dispatching rule suitable for work situation of the case company. As a result, an improved production schedule leads to an increase in production and reduced production lead time.

• Journal of the Korea Safety Management & Science
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• v.6 no.3
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• pp.131-140
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• 2004

The company was focusing on production which was partial mission rather than acquiring the information of customer in intensive process industry. The company accepted loss which is from over-production, losing of opportunity. After changing to web environment, supply chain is more complicated and need of customer is more various. As a result the company hard works on controlling production rates, production quantities in production area and gathering exact information which is about available resource and available quantities. Cooperated demand planning have to get decreasing of inventory, improving of customer service in supply chain management. Specially demand planning that considers allocation of capacity is executed in Iron-Industry. Demand planning must be classified by customer, region and supply position level.

• Proceedings of the Safety Management and Science Conference
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• 2003.11a
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• pp.151-160
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• 2003

The company was focusing on production which was partial mission rather than acquiring the information of customer in intensive process industry. The company accepted loss which is from over-production, losing of opportunity. After changing to Web environment, supply chain is more complicated and need of customer is more various. As a result the company hard works on controlling production rates, production quantities in production area and gathering exact information which is about available resource and available quantities. Cooperated demand planning have to get decreasing of inventory, improving of customer service in supply chain management. Specially demand planning that considers allocation of capacity is executed in Iron-Industry. Demand planning must be classified by customer, region and supply position level.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.22 no.51
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• pp.221-230
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• 1999

Many enterprises are performing the production planning computerization for survival in unlimited competing period. But it is very difficult to directly apply many production planning softwares to the domain-specific areas of many small enterprises because one enterprise is different from the others with respect to product type, production process, and order fulfillment method. Practically most small enterprises depend on experienced production managers in production planning, so then many problems such as overtime work and cost have been appeared. The purpose of this study is to develop production planning module for order-made production system in order to reduce overtime works and surplus costs. We developed production planning module with RDBMS, which is fit for small manufacturing company. Developing this software, we use Visual Basic 5.0 to provide GUI environment for the production planning module and Microsoft Access 97 is used to construct Database. This production planning module is applied to enhancement of productivity in M manufacturing company located in Asan.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.2
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• pp.77-90
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• 2009

Total profit level Increases if a company increase the cost for achieving R&D related goals of equipment productivity enhancement, production cost saving, or for achieving equipment scale target, sales volume goal. But how much money should be invested to achieve a certain level of profit? We formulated the model to set the optimal goal levels to minimize the investment cost under the constraint that certain level of total profit should be guaranteed. This model derived from a case of P steel company. We found that this should be considered in relation with the production sales planning (known as optimal product mix problem) to guarantee the profit. We suggested a nonlinear programming model, 3 valiant form of the p+roduct mix problem. We can find the optimal Investment level for the R&D related goals or sales volume goal, equipment scale target for the P steel company using the model.

• Proceedings of the Safety Management and Science Conference
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• 1999.11a
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• pp.515-523
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• 1999

This study is resource planning of painting lines in Korean motor company using simulation techniques. The painting lines have bottle neck problems that is considered production capacity, number of lines and so on. The alternative solutions is decided by the result of simulation techniques. This Paper is focused on resource planning using simulation techniques.

• Journal of Electrical Engineering and Technology
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• v.10 no.4
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• pp.1460-1470
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• 2015

This paper presents an approach to solve the long-term generation expansion planning problem of the restructured electricity industry using an agent-based environment. The proposed model simulates the generation investment decisions taken by a particular agent (i.e. a generating company) in a market environment taking into account its competitors’ strategic investment. The investment decision of a particular company is modeled taking into account that such company has imperfect foresight on the future system development hence electricity prices. The delay in the construction of new plants is also explicitly modeled, in order to compute accurately the yearly revenues of each agent. On top of a conventional energy market, several capacity incentive mechanisms including capacity payment and capacity market are simulated, so as to assess their impact on the investment promotion for generation expansion. Results provide insight on the investment cycles as well as dynamic system behavior of long-term generation expansion planning in a competitive electricity industry.