• Journal of the Korea Safety Management & Science
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• v.19 no.1
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• pp.63-71
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• 2017

As the demand for automation (or autonmation) or clean workplace has grown, the interest in the knowledge and skill regarding safety is rising in manager duty. Moreover, the importance of severity rate of injury has increased due to the enlargement of industry scale, even safety management area has developed. Thus, it is important that production managers, the core of the line process, realize the safety in their production line, even if a safety manager acts as a staff. However, in the duty oriented National Competency Standard (NCS), the education about the safety duty of production management part is insufficient. According to NCS, it is calculated production managers receive only 6.7% of whole safety education regarding the duty related the safety management for production manager in mechanical industry. However, the ability in safety is more demanded from production managers as the concept of "production and safety" turns into the concept of "production with safety". And then in this paper, we will compare and analyze the safety management duty in Korean NCS and the safety management duty in State Leaders Connecting Learning to Work in US manufacturing industry, in terms of the duty of the production manage in mechanical industry (05). And, we will develop the safety duty education system for production manager, by classifying the safety education in domestic mechanical industry into knowledge education, skill education, and attitude education with using AHP(Analytic Hierarchy Process).

• The International Journal of Costume Culture
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• v.2 no.2
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• pp.71-79
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• 1999

The purposes of this study were to 1) identify types and usage levels of production 2) classify apparel manufacturers based on production systems and 3) investigate relationship between characteristics of apparel manufacturers and production system. Apparel manufacturer's characteristics included product line and the number of employees. For this study, the questionnaires were administered to 215 apparel manufacturers in metropolitan area from Feb. to Mar. 1998. Employing a sample of 201, data were analyzed by using factor analysis, descriptive statistics, cluster analysis, discriminant analysis, and multivariate analysis of variance(MANOVA). The following are the results or this study : 1. The production system was identified as three types of production system such as the management centered system, the product centered system and the worker centered system. 2. Based on the three types of the production system, apparel manufacturer were classified into manager centered and product centered groups. 3. With respect to product line, men's wear manufactures were operated the most frequently by manager centered and product centered groups. 3. With respect to product line, men's wear manufacturers were operated the most frequently by management centered system and women's wear manufacturers were operated the most frequently by worker centered system. With respect to the number of employees, apparel manufacturers comprising 5∼19 employees were performed the least frequently worker centered system, while those comprising 50∼99 and 100∼299 employees the least frequently worker centered system.

• Journal of the Korea Safety Management & Science
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• v.19 no.2
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• pp.107-115
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• 2017

As the industrial society develops, the management of the production line becomes more and more important. There are also diversifying Management methods by industry. In addition, National Competency Standards (NCS) have also been developed. As a result, It has been created standards for each job and provide education and training standards for industrial production management tasks. Customer satisfaction is an ever-growing concern of management throughout the world. In addition, Colleges are focusing on vocational education. Because of the opening of the education market, They are competing in various ways. And, To survive in this competition. They are making great efforts to improve the lecture satisfaction. If education is regarded as an industry, it can be classified as a representative service industry. Because it is formed as a perfect competition between colleges. And then in this paper, This will focus on the mechanical production Manager duties of industrial engineering department related NCS. This study also conducted empirical studies to analyze factors affecting the curriculum using the KANO analysis.

• The Journal of the Korea Contents Association
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• v.2 no.4
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• pp.76-84
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• 2002

The conventional database evaluation method is carried out by the way in which the person in charge of each specialty database(DB manager) composes the evaluation sheets for corretionㆍrevision on the already-constructed database in a manual method and carries out the measurement and re-education of DB workers based upon it. As a result, that way consumes much time on career information and measurement works about DB workers, causing low time and cost efficiency and lack of systematic management of DB workers, resulting in becoming the hindrance factor of databases quality improvement. This research provides on-line, red-time results of measurements about the efficiency of DB production and DB workers by combining the static measurement with dynamic measurement by DB manager, both of which utilize the System. Therefore, the DB manager can contribute to the improvement of DB quality by determining the continuation of DB production by DB workers or carrying out the re-education of DB workers without being affected by time or spacial constraints.

• Journal of the Korea Safety Management & Science
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• v.5 no.1
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• pp.45-56
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• 2003

This study intend to make easy modification, even if there is a new job or structure change, by modularizing program and computerize and automation of production control management used in CIM. Under the condition where manager control production on the job-site, for increasing connection with other operation and management on the computer by monitoring center computer, Recognizing information by computer is needed, it is possible by converting transaction. So production increase and quality improvement are possible by diminishing manager's and producer's work with the result of the study combining POP and CIM, after that, in e-business and m-business period that every enterprise must pass, customer satisfaction and sales promotion are possible with employee's computerizing minds. These study result also can knowledge process condition with theoretical class and have a power in finding a solution with foundation of theoretical knowledge.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.1
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• pp.1-8
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• 2004

This study intend to make easy modification, even if there is a new job or structure change, by modularizing program and computerize and automation of production control management used in CIM. under the condition where manager control production on the job-site, for increasing connection with other operation and management on the computer by monitoring center computer, recognizing information by computer is needed, it is possible by converting transaction. So this study goal is to make delivery control and order control fast and accurate by finding dynamic history of machine and production information in enterprise without input production and quality information by themselves with quality information system. So production increase and quality improvement are possible by diminishing manager's and producer's work with the result of the study combining POP and CIM, after that, in e-business and m-business period that every enterprise must pass, customer satisfaction and sales promotion are possible with employee's computerizing minds. these study result also can knowledge process condition with theoretical class and have a power in finding a solution with foundation of theoretical knowledge.

• Journal of Families and Better Life
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• v.20 no.2
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• pp.43-56
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• 2002

While there is universal agreement that the ecosystems approach to family resource management is the must influential currently, questions have arisen about the broad applicability of the Deacon & Firebaugh (1988) ecosystems framework. Engberg (1996) has characterized the dominant approach in family resource management as technical and argued that a technical approach substantially restricts feasible actions in much of the world and should not be used in ethical practice. The purpose of the present paper is to compare the family resource management patterns by dual role manager of business owning families in Korea and The United States. Such a comparison is an essential step in the assessment of the usefulness of the Deacon & Firebaugh framework, in particular, and the ecosystems framework, more generally. Korean respondents are 105 family and business managers interviewed in 2000 as part of a survey of owners of small to medium size family business enterprises in Seoul. U.S. respondents are 259 dual role managers in the National Family Business Survey (NFBS 1997). Chi squared statistics indicated country differences on each of the ten(goal setting, standard setting, demand clarification, resource assessment, action sequencing, actuating, checking, adjusting, demand responses, resource change)management practices. Mean responses on eight of the practices(goal setting, standard setting, action sequencing, actuating, checking, adjusting, demand responses, resource changes) were significantly different between two countries. U.S. total score means of family resource management were higher than Korea. Factor analysis of the management scale items yielded different patterns for Korea, and the United States. Korean dual role manager of family business were categorized into three different patterns as classic oriented manager, goal oriented manager, action oriented manager and U.S. were categorized into Process oriented manager and Production oriented manager. Both the number of managerial strategies and the types of strategies used varied in the two countries.

• Proceedings of the Korean Environmental Health Society Conference
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• 2005.06a
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• pp.84-104
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• 2005

• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.1
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• pp.64-73
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• 2019

The manufacturing companies under Make-To-Order (MTO) production environment face highly variable requirements of the customers. It makes them difficult to establish preemptive production strategy through inventory management and demand forecasting. Therefore, the ability to establish an optimal production schedule that incorporates the various requirements of the customers is emphasized as the key success factor. In this study, we suggest a process of designing the simulation model for establishing production schedule and apply this model to the case of a flat glass processing company. The flat glass manufacturing industry is under MTO production environment. Academic research of flat glass industry is focused on minimizing the waste in the cutting process. In addition, in the practical view, the flat glass manufacturing companies tend to establish the production schedule based on the intuition of production manager and it results in failure of meeting the due date. Based on these findings, the case study aims to present the process of drawing up a production schedule through simulation modeling. The actual data of Korean flat glass processing company were used to make a monthly production schedule. To do this, five scenarios based on dispatching rules are considered and each scenario is evaluated by three key performance indicators for delivery compliance. We used B2MML (Business To Manufacturing Markup Language) schema for integrating manufacturing systems and simulations are carried out by using SIMIO simulation software. The results provide the basis for determining a suitable production schedule from the production manager's perspective.

• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.77-85
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• 2017

As industrialization progresses, mass production becomes a smart production system. However, industrial accidents do not decline, and during the course of industrialization, due to the logic of economic agents that have an economical and effective employment environment, they are changed to non-regular workers. The Occupational Safety and Health Act stipulates that the safety managers must be distinguished and the safety managers perform the task of conducting industrial accidents by balancing the duties and regulations specified in the Act on Special Measures for Deregulation. Safety administrators providing advice on issues needed to prevent industrial accidents and preventive measures We would like to present the problems and improvements that may arise due to safety managers' replacement due to accidents caused by industrial accidents or accidents.