• Journal of Ship and Ocean Technology
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• v.8 no.4
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• pp.45-55
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• 2004

How to achieve engineering collaboration among diverse engineering activities is one of the key topics in manufacturing fields nowadays. The infrastructure for collaborative engineering is essential, and it can be realized by information technologies and intelligent engineering applications in digital environments. Digital Manufacturing is a technology to facilitate effective product developments and agile productions by computer models representing the physical and logical schema and the behavior of real manufacturing systems including products, processes and factories. A digital factory as a well-designed and integrated digital environment is incorporated in it. In this paper, digital manufacturing is recommended as a good strategy for collaborative engineering, especially in product developments and productions. By business process analysis and some case studies, we suggested sophisticated digital models are very useful to concurrent and collaborative engineering. It is expected that digital manufacturing is a very good strategy for achieving dramatic time and cost savings in many engineering activities of many manufacturing industries, including machinery, automotive and shipbuilding.

• Journal of Information Technology Applications and Management
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• v.23 no.2
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• pp.81-95
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• 2016

Software export is very important for developing the domain software industry. Up to now, the study related in this issue is not enough even if exports are not activated. In our study, we treated and analyzed the three SME cases that have each successful record in recent years focusing to sales channels establishment and product localization. This study was done by interviewing the marketing directors mainly, and applied email exchanges, phones, and document analyses. Some implications can be addressed for the potential SME software exports. In the perspectives of sales channels building, the trust for product and firm itself is needed to have a good offshore partners. These are required to make the good relationship with partners, brand value's diffusion, and technical competency. As for product localization, the customization is important to meet the needs for local users effectively. So it is desirable to accept the advisory suggestions from the local consulting experts or representative customers. And the joint export strategy using the platform by linking some related products is effective for SME's software product's export.

• Journal of the Korean Operations Research and Management Science Society
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• v.41 no.2
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• pp.1-16
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• 2016

Yield management, which originated from the U.S. service industry, uses pricing techniques and information systems to make demand management decisions. Demand uncertainty is an important factor in the area of demand management. A key strategy to reduce the effects of demand uncertainty is substitution. The most generally known type of substitution is inventory-driven substitution, in which consumers substitute an out-of-stock product by buying a similar or other type of product. Another type of substitution is the price-driven substitution, which occurs as a result of price changes. In this research, we consider two market segments that have unique perishable products. We develop yield management optimization models with stochastic demand based on the newsvendor model where inventory-driven and price-driven substitutions are allowed between products in the two market segments. The most significant contribution of this research is that it develops analytical procedures to determine optimal solutions and considers both types of substitution. We also provide detailed theoretical analysis and numerical examples.

• Knowledge Management Research
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• v.17 no.2
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• pp.27-50
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• 2016

Korean manufacturing industry have recently faced the catch-up of China in the mass commodity product, such as automotive, display, and smart phone in terms of market as well as technology. Accordingly, discussion on the importance of achieving catch-up in complex product systems (CoPS) has been increasing as a new innovation engine for the industry. In order to achieve successful catch-up of CoPS, we explored emerging technologies of CoPS, which are featured by the characteristics of radical novelty, relatively fast growth and self-sustaining, through the study of emerging technologies of gas turbine for power generation. We found that emerging technologies of the gas turbine are technologies for combustion nozzle and composition of electrical machine for increasing power efficiency, washing technology for particulate matter, cast and material processing technology for enhancing durability from fatigue, cooling technologies from extremely high temperature, interconnection operation technology between renewable energy and the gas turbine for flexibility in power generation, and big data technology for remote monitoring and diagnosis of the gas turbine. We also found that those emerging technologies resulted in technological progress of the gas turbine by converging with other conventional technologies in the gas turbine. It indicates that emerging technologies in CoPS can be appeared on various technological knowledge fields and have complementary relationship with conventional technologies for technology progress of CoPS. It also implies that latecomers need to pursue integrated learning that includes emerging technologies as well as conventional technologies rather than independent learning related to emerging technologies for successful catch-up of CoPS. Our findings provide an important initial theoretical ground for investigating the emerging technologies and their characteristics in CoPS as well as recognizing knowledge management strategy for successful catch-up of latecomers. Our findings also contribute to the policy development of the CoPS from the perspective of innovation strategy and knowledge management.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.17-23
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• 2010

The corporate R&D(Research and Development) has a primary role of new product development and its potential is the most crucial factor to estimate corporate future value. However, its systemic inadequacies and inefficiencies, the shorten product life-cycle to satisfy customer needs, the global operations by outsourcing strategy, and the reduction of product cost, are starting to expose to R&D business processes. The three-phased execution strategy for R&D innovation is introduced to establish master plan for new R&D model. From information technology point of view, PLM(Product Life-cycle Management) is one of the business total solutions in product development area. It is not a system, but the strategic business approach that collaboratively manage the product from beginning stage to end of life in all business areas PLM functions and capabilities are usually used as references to re-design new R&D process. BPA(Business Process Assessment) and 5DP(Design Parameters) in PI6sigma developed by Samsung SDS Consulting division are introduced to establish R&D master plan and re-design process respectively. This research provides a case study for R&D process innovation. How process assessment and PMM(Process Maturity Model) can be applied in business processes, and also it explains process re-design by 5DP method.

• IE interfaces
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• v.24 no.3
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• pp.231-240
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• 2011

Manufacturing enterprises have been doing their best endeavors to obtain competitiveness using various methodologies, such as information technology. In order to achieve competitiveness, they are adopting manufacturing execution system (MES). MES is a total management system that manages from the beginning of the production by product order until the quality inspection of the finished product. And MES is an inter-mediator for supplementation of information gap between ERP and inspection machine and equipment. This paper describes on establishment of effective strategy based on BPR methodology and implementation of MES small and medium PCB manufacturing company with multiple-types of products and mixed process flows. And then we proposed evaluation model based on balanced score card (BSC) for considering non-finance elements as well as finance elements. With evaluation model, we analyzed benefits and effects of MES.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.8
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• pp.179-195
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• 1997

Today's hotel cannot be defined merely as a place of providing food and lodgin. It must be a high level cultural ground serving as a place of rest for the people and as a place of art, culture and communication for the local community. Although each hotel has its own distinctiveness it must share a unified services and product sales strategies with one another in order to raise each other's sales values. The service is evaluated on the basis of the customer's own living standard and social class. There ought to be variety of personal and material services taking the sophistication and complexity of the customer's needs into onsideration. More effective marketing strategy is called for upon knowing such sales strategy and service marketing of the hotel management. Hotel's food marketing must take into consideration the product's simulaneous and vanishing qualities, its dependency upon ordering and its relationship to human services industries. Methods of increasing profit and customer satisfaction management need to be made. Especially the changes in the customer's tourist mind set and eat-out behavior play as important variabls, and the management needs to be reflexive enough to respond quickly to those changes.

• Journal of Korean Society for Quality Management
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• v.36 no.1
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• pp.62-71
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• 2008

Since the Six Sigma strategy was first introduced to Motorola in 1987, it has been taken as an important business strategy to strengthen the competitiveness of leading companies in the global competitive environment. To keep growing and thriving, modern companies need to develop new businesses and find new applications while keeping existing ones on track. This situation necessitates a more effective way of discovering an optimal scenario in a business. In this paper, we propose a Business for Six Sigma (BFSS) road-map to create new businesses. BFSS consists of five macro phases: define, identify, analyze, evaluate, and implement. We also provide an example of F electronics, a Korean electronics component manufacturer, which actually applied the BFSS road-map to analyze marketability, technological plausibility and economic potential/success in connection with its new product development.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.545-559
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• 2006

The function of product design has been an important part for success on new product development We deeply studied 'Chocolate-Phone' case which is considered as a representative of adopting design-oriented new product development strategy. According to this study, we found three contextual factors and nine key success factors for design-oriented new product development. The contextual factors consist of the strong needs for innovative product development, customer's needs for the emotional value, competitive situation for the new product launching. The key success factors consist of design, development marketing, overall sides. The key success factors of design side are to select talented designers and take an insight for market and communication skill. The key success factors of development side are to possess high technological abilities, to do divergence with removing or giving up some function management's strong support. The key success factors of marketing side are to bring core marketers from outside, capacity to gather ideas from outside. The key success factors of overall side are to share design-oriented principle with other parts and to change member's mind from engineer-oriented to market-oriented.

• Journal of the Korean Operations Research and Management Science Society
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• v.39 no.3
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• pp.93-115
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• 2014

In collaborative product development with multiple suppliers, buyers must manage the suppliers' activities. This empirical research investigates the performance impacts of three strategies that buyers use to manage suppliers who design interdependent components. These strategies are: Instructionism (giving clear instructions to suppliers), Teaming (forming an interactive development team with suppliers), and Delegation (transferring component development responsibilities to suppliers). Data were collected through a cross-industry web-based survey of buying firms in manufacturing industries whose products require multiple, interdependent components. A path analysis utilizing 318 survey responses indicates that Instructionism has a positive effect on design quality, and Teaming has a positive effect on design quality and component innovation. The use of Delegation is not related to any of the performance indicators. The practical implication of this research for product development managers is that both Instructionism and Teaming can be effective strategies. For the purpose of assuring design quality, a buyer should give clear instructions in detailed specifications or work closely with suppliers in development teams. If competitive priority is product innovativeness, however, the buyer should work closely with its suppliers during component development processes using a Teaming strategy.