• Proceedings of the Safety Management and Science Conference
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• 2010.04a
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• pp.509-517
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• 2010

The paper proposes the misuse types of statistical quality tools according to the kind of data and the number of population in DMAIC process of six sigma. The result presented in this paper can be extended to the QC story 15 steps of QC circle. The study also provides the improvement methods about control chart, measurement system analysis, statistical difference, and practical equivalence.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.10 no.16
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• pp.107-112
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• 1987

This paper is to present the problem of ＱC technique usage and improvement alternative in the ＱC circle. First, in the selection theme, it must have easy relations of tangible/intangible effects through simple theme's title. And contents development most be consistency in tangible/intangible effects. Second, in the usage of ＱC technique, it is necessary to strengthen QC circle activity through ＱC circle education. So in the aspects of long-term period. Internal instruction is strengthened and, in the aspects of short-term period, internal evaluation is established.

• Journal of Korean Society for Quality Management
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• v.3 no.1
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• pp.20-28
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• 1969

• Journal of the Korean Professional Engineers Association
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• v.25 no.4
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• pp.52-58
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• 1992

In korea, since November 1982 these two small group activity (QC circle convension and Factory Saemaul activity small group convension) has been united, many problems have been disclosed that are aganist the basic principle more or less. Worker's small group within their working place to improve the surroundings creatively. In practice, however, many group are so typical and impetuous of the material effect that it is worried to be inclined to outform rather than contents. Effective small group activities are presumed to be successful only with labour management cooperation on the basis of human-orient management philosophy. The small group activities are also prevalent in service sector. More derivative methods have been developed and more members are willingly participation in training programs. The small group which is basically a horizontal organization unit, promptes communication within the whole organization, In consideration of social circumstances and traditions, the flexible model of the small group activities suitable to the corporate environment, will contribute to industrial development.

• Journal of Korean Society for Quality Management
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• v.44 no.4
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• pp.845-853
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• 2016

Purpose: This research is to find the general and somewhat prevailing problems in quality circle papers. Many quality circles try to benchmark awarded papers even though they may have common problems. By pointing out popular problems in papers, many quality circles hopefully could be guided to the right direction in working out improvement actions. Methods: Many papers awarded in national quality circle conferences are deeply analyzed to figure out common problems. 69 recent papers are analyzed step by step and the most important and frequently occurring problems in each step are indicated. Results: Many prevailing problems are found in each step of QC stories. Especially finding themes, Grasping status quo, Cause analysis, Setting targets, Development of and Implementing counter attacks are the most common areas that have problems. Conclusion: Some problems are already too popular to be recognized as problems. In this paper those problems are logically criticized and thereby right directions for future quality circle activities are proposed.

• Journal of Korean Society for Quality Management
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• v.31 no.1
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• pp.1-10
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• 2003

In 1999, Six Sigma was introduced into Korea and after that it had general influence on company-wide management system. Quality Circles apply the various quality problem solving techniques such as QC 7 Tool, New QC 7 Tool, and statistical methods to rationalization, improvement in the shop floor. This paper empirically investigates the effects of Six Sigma on Quality Circles by analyzing the difference of problem solving technique's use. The number of teams employed in this study is 342, which participate in National Quality Circles Contest from 1997 to 2002 in Korea.

• Journal of Korean Society for Quality Management
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• v.35 no.2
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• pp.1-26
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• 2007

The purpose of this research is to suggest the promotive directions of Quality Circle activity. Since 1975, variety of organizations in Korea have widely the implemented Quality Circle activities for their management systems. Today, Companies are facing the harsh realities of a competitive environment. This is no time for revolutionary change. Instead, Companies are instituting revolutionary change meant to have impact within a very short time frame. The Worker's Quality Circle activity is, essentially, a trouble shooting oriented voluntary small group within their working place to improve the surroundings creatively. The industries have enthusiastically used Quality Circle activities and were influenced from them. The Quality Circle activities can be regarded as a kind of Knowledge Management where new knowledge is created and knowledge is shared in the economy. However, the academics were less interested in this subject, as a result, there were no systematic guidances for Quality Circle activities. Also, the government was less interested in these activities, as a result, there were no systematic policy making for Quality Circle activities. Thus, in this research, the promotive directions for Quality Circle activities were suggested which were based on the results of survey Questionnaires presented to promoters of the domestic companies. As a results of this research, to maximize the effect of TQM(Total Quality Management) in the nationwide, Quality Circle activity as a bottom-up management should be more expanded and revitalized.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.337-348
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• 2015

This research introduces the Financial Effect Measurement (FEM) models which measures both the improvement and the innovation performance of Quality Control Circle (QCC) and activities of Six Sigma. Concepts and principle of Comprehensive Income Statement (CIS), Balanced Scorecard (BSC), Time-Driven Activity Based-Costing (TDABC) and Total Productive Maintenance (TPM) are applied in order to develop the 4 FEM models presented in this paper. First of all, FEM using CIS depicts the improvement effects of production capacity and yield using relationships between demand and supply, and line balancing efficiency between bottleneck process and non-bottleneck processes. Secondly, cause-and-effect relation of Key Performance Indicator (KPI) is used to present Critical Success Factor (CSF) effects for QC Story 15 steps of QCC and DMAIC (Define, Measure, Analyze, Improve, and Control) of Six Sigma. The next is FEM model for service management innovation activities that uses TDABC to calculate the time-driven effect for improving the indirect activities according to the cost object. Lastly, FEM model for TPM activities presents the interpretation of improvement effect model of TPM Capital Expenditure (CAPEX) and Operating Expenditure (OPEX) maintenance using profit, cash and Economic Added Value (EVA) as metrics of enterprise values. To better understand and further investigate FEMs, recent cases on National Quality Circle Contest are used to evaluate new financial effect measurement developed in this paper.

• Journal of Korean Society for Quality Management
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• v.45 no.3
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• pp.561-582
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• 2017

Purpose: The purpose of this study is to share the right conception of win-win partnership innovative activity. This study suggests the desirable methodology to Win-win Partnership. Also, through the in-depth analyzing of the existing problems, we intend to exclude such a formal and erroneous direction of the research. Methods: This study systematically analyzes the best cases of the win-win partnership focusing on the proceedings of the companies participating in the field of win-win Partnership at the national quality-circle contest. Results: This study reveals the underlying problems of win-win partnership innovative activity and draws the conclusion in the way of improvement about the win-win partnership innovative activity. This study also suggests the efficient method of the function and improvement of a system for activating win-win partnership innovative activity. Conclusion: Promoting the effective way of boosting win-win partnership innovative activity, we seek to improve the quality of the product among the companies, and let the a rising curve of the mutual growth continue among the companies by strengthening the competitiveness.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.673-679
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• 1998

The paper aims to apply a model of continuous quality improvement (CQI) to Taiwan provincial Pin Ton hospital. Tools of quality control were used both total quality management (TQM) and quality control circle (QCC) in order to approach the objective of ${\ulcorner}$higher quality, higher efficiency, lower cost${\lrcorner}$. During two years, this hospital has organized thirteen QC circles that were classified three categories according to that objective: four circles work for higher quality; the other four circles work for higher efficiency; five circles for lower cost. After implementation, several results were found from two viewpoints. From viewpoint of tangibility, one of the most outcomes is to reduce labor cost from 56 persons to 28 persons of temporary employees. From viewpoint of intangibility, the result was evaluated using radar chart to compare the difference after improvement. This paper is going to report the process of CQI for the hospital management because it is a new issue in Taiwan since 1997