• Journal of Korean Society for Quality Management
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• v.47 no.3
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• pp.479-496
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• 2019

Purpose: The purpose of this research is to develop defense quality evaluation model in order to improve the problem of private sector quality evaluation model and propose the total integrated defense quality management model which enables to evaluate not only large defense industry, but also small-medium industry. Methods: This paper consider the characteristics on ISO 9001 Quality Management System, single PPM, PASS and defense quality and develop defense quality maturity model and index which enables to measure the current quality management level and characteristics and to evaluate operational characteristics in each maturity level for domestic defense industry. Results: From 176 DQMS certified defense industry, the defense quality maturity level is 68,2, C grade. The large defense industry shows, 80.9, A grade; medium industry 69.7, C grade; small-medium industry shows 54.1, D grade. Through the classified types of industries, the current level of quality management of defense industries was diagnosed and the areas to be supplemented for the total quality management were identified. Conclusion: Developed DQMI can be used as the basic information for spreading quality management activities in the defense industry by diagnosing the overall quality management of existing defense industries and quantifying the ambiguity of non-metric measurements and measurement standard that were presented as the threshold of the defense quality management system certification process.

• Informatization Policy
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• v.24 no.1
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• pp.30-47
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• 2017

The Korean government developed an organizational maturity model for public data quality management based on international standards to evaluate the data quality management level of public organizations, However, as the model has too many indicators to apply on the site, a new model with reduced number of indicators is proposed in this paper. First, the number of processes is reduced by integrating and modifying the processes of the previous model. Second, a new maturity evaluation method is proposed based on capability levels focused on the activity, not on the process. Third, the maturity level of public data quality management is represented by five discrete levels or real values of 1 through 5. Finally, characteristics of the proposed model are compared with those of the previous model.

• Journal of Korean Society for Quality Management
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• v.45 no.2
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• pp.247-260
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• 2017

Purpose: The study is aimed to identify the national cultural dimensions that are affecting the quality management (QM) maturity level and the project quality performance, and analyze their relationships. Methods: This study collected the data of QM Maturity level based on Crosby's QM maturity model and the project quality performance using the Iron Triangle (Quality, Time/Schedule and Cost) from the employees who are participating in the ITER Project across the major 8 countries (China, France, Italy, Japan, Korea, Russia, U.K. and U.S.A.). Three research hypotheses are proposed concerning the national cultural dimensions in this study and Hofstede's five cultural dimensions framework are used for the statistical test. Results: The results are two folds in the study: First, there is a significant positive correlation between the QM maturity level and the project quality performance. Second, three cultural dimensions (Collectivism, Large Power Distance and Strong Uncertainty Avoidance) and five cultural dimensions (Collectivism, Large Power Distance, Strong Uncertainty Avoidance, Feminity and Long Term Orientation) have a positive impact on the QM maturity level and the project quality performance respectively. Conclusion: From the results, the understanding and consideration of the culture difference among the countries participating International Collaboration R&D project are recommended.

• Journal of Korean Society for Quality Management
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• v.26 no.2
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• pp.1-16
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• 1998

The effect of ISO 9000 jcertification for quality management is investigated. 213 domestic manufacturing companies which had been certified more than one and half year ago were selected to send the questionnaires for a field survey. Among them 89 were returned. Crosby's Quality Management Maturity Grid' is utilized for analyzing the effect of ISO 9000 certification aquistion. Comparisons for the QM maturity level are made between before- and after-aquisition. It is shown that, on the average, the QM maturity level had been increased from awakening (stage 2) to the mid point of enlightenment(stage 3) and wisdom(stage 4).

• Journal of Korean Society for Quality Management
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• v.50 no.2
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• pp.183-197
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• 2022

Purpose: The purpose of this study is to develop a quantitative evaluation model for the defense quality management system and suggest institutionalization plans. To this end, another existing evaluation model was reviewed and analyzed to develop a quantitative evaluation model applicable to military institutions. Methods: In this study, in order to establish a DQMS quantitative evaluation model, a military product quality level survey model and a defense quality model operated in the defense field were analyzed. In addition, evaluation models and indicators were analyzed by investigating evaluation models operated by other institutions and private sectors. Results: As a result of the study, the total score of the DQMS model was 1,000 points, 600 points for maturity level indicators and 400 points for operation performance indicators, and the evaluation items consisted of 7 major categories and 25 middle categories. The maturity level index 600 points are 70 points for organizational situation, 60 points for leadership, 40 points for planning, 100 points for support, 180 points for operation, 90 points for performance evaluation, and 60 points for improvement. Conclusion: It will be easy to quantify and evaluate the operating level of DQMS certified companies through the application of the DQMS quantitative evaluation model and evaluation criteria presented in this study. As a result, it will be possible to grasp the level of quality management system and the areas of improvement, and the overall level of improvement can be expected by inducing voluntary improvement activities through sharing of best practices and identifying improvement cases.

• Journal of Korean Society for Quality Management
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• v.48 no.1
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• pp.87-105
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• 2020

Purpose: This paper aims to propose a practical strategy for smart factories and a step-by-step quality strategy according to the maturity of smart factory construction. Methods: The characteristics, compositional requirements, and diagnosis system are examined for smart factories through theoretical considerations. Several cases of implementing smart factory are studied considering the company maturity level from the aspect of the smartness concept. And specific quality techniques and innovation activities are carefully reviewed. Results: The maturity level of smart factory was classified into five phases: 1) ICT non-application, 2) basic, 3) intermediate 1, 4) intermediate 2, 5) advanced level. A five-step quality strategy was established on the basis of case studies; identify, measure, analyze, optimize, and customize. Some quality techniques are introduced for step-by-step implementation of quality strategies. Conclusion: To build a successful smart factory, it is necessary to establish a quality strategy that suits the culture and size of the company. The quality management strategy proposed in this paper is expected to contribute to the establishment of appropriate strategies for the size and purpose of the company.

• Journal of Korean Society for Quality Management
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• v.41 no.3
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• pp.395-404
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• 2013

Purpose: Technology readiness assessment(TRA) used as a standard readiness assessment tool in the acquisition program of weapon system has some limitations in the comprehensive understanding of the complex system. Therefore, this research is intended to suggest a holistic maturity assessment method for the acquisition of high quality weapon system. Methods: Technology readiness level(TRL), manufacturing readiness level(MRL), integration readiness level(IRL) and system readiness level(SRL) developed to assess system maturities in the various aspects are compared and analyzed to draw an improvement avenue for the current readiness assessment method. Results: TRL, MRL, IRL and SRL have large differences in their maturity targets during the acquisition life cycle: technological performance, manufacturing capability, interface between components and total system, respectively. They complement one another's shortcomings Conclusion: To achieve a successful acquisition of high quality weapon system, multi-dimensional readiness assessment is required. Therefore, comprehensive readiness assessment using TRL, MRL, IRL and SRL will contribute to the acquisition of high quality weapon system through the accurate maturity information of overall system.

• Asia pacific journal of information systems
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• v.23 no.2
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• pp.21-39
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• 2013

As the utilization of information technology and the turbulence of technological change increase in organizations, the adoption of IT outsourcing also grows to manage IT resource more effectively and efficiently. In this new way of IT management technique, service level management(SLM) process becomes critical to derive success from the outsourcing in the view of end users in organization. Even though much of the research on service level management or agreement have been done during last decades, the performance of the service level management process have not been evaluated in terms of final objectives of the management efforts or success from the view of end-users. This study explores the relationship between SLM maturity and IT outsourcing success from the users' point of view by a analytical case study in four client organizations under an IT outsourcing vendor, which is a member company of a major Korean conglomerate. For setting up a model for the analysis, previous researches on service level management process maturity and information systems success are reviewed. In particular, information systems success from users' point of view are reviewed based the DeLone and McLean's study, which is argued and accepted as a comprehensively tested model of information systems success currently. The model proposed in this study argues that SLM process maturity influences information systems success, which is evaluated in terms of information quality, systems quality, service quality, and net effect proposed by DeLone and McLean. SLM process maturity can be measured in planning process, implementation process and operation and evaluation process. Instruments for measuring the factors in the proposed constructs of information systems success and SL management process maturity were collected from previous researches and evaluated for securing reliability and validity, utilizing appropriate statistical methods and pilot tests before exploring the case study. Four cases from four different companies under one vendor company were utilized for the analysis. All of the cases had been contracted in SLA(Service Level Agreement) and had implemented ITIL(IT Infrastructure Library), Six Sigma and BSC(Balanced Scored Card) methods since last several years, which means that all the client organizations pursued concerted efforts to acquire quality services from IT outsourcing from the organization and users' point of view. For comparing the differences among the four organizations in IT out-sourcing sucess, T-test and non-parametric analysis have been applied on the data set collected from the organization using survey instruments. The process maturities of planning and implementation phases of SLM are found not to influence on any dimensions of information systems success from users' point of view. It was found that the SLM maturity in the phase of operations and evaluation could influence systems quality only from users' view. This result seems to be quite against the arguments in IT outsourcing practices in the fields, which emphasize usually the importance of planning and implementation processes upfront in IT outsourcing projects. According to after-the-fact observation by an expert in an organization participating in the study, their needs and motivations for outsourcing contracts had been quite familiar already to the vendors as long-term partners under a same conglomerate, so that the maturity in the phases of planning and implementation seems not to be differentiating factors for the success of IT outsourcing. This study will be the foundation for the future research in the area of IT outsourcing management and success, in particular in the service level management. And also, it could guide managers in practice in IT outsourcing management to focus on service level management process in operation and evaluation stage especially for long-term outsourcing contracts under very unique context like Korean IT outsourcing projects. This study has some limitations in generalization because the sample size is small and the context itself is confined in an unique environment. For future exploration, survey based research could be designed and implemented.

• Journal of Korean Society for Quality Management
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• v.47 no.1
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• pp.17-32
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• 2019

Purpose: CMMI is a process model used to assess or improve an organization's software development capabilities. This paper deals with the quality indicators when using CMMI and their priorities for possible improvement. Methods: The 22 process areas and 167 practices of CMMI are matched with 60 indicators of Quality Scorecard(QSC) first to analyze the balance of CMMI in terms of prevention, appraisal, and final result categories and second to isolate a set of key areas for quality focused performance measures. Results: A total of 86.2% (144 out of 167) CMMI practices were mapped to QSC. According to the CMMI level of maturity, level 2 and 3 accounted for more than 75% of the total. The practices at the maturity level of 4 and 5 were mapped to more than 52% of the final result's measurements. It has been observed that CMMI practices need further elaboration at higher levels to consider prevention, appraisal, and final results simultaneously. Conclusion: In order to improve the quality performance of the organization by applying CMMI, the final result measures should be refined in metrics, cycles, and methods, and then corrective actions could be conducted to improve the performance of CMMI practices. This strategy would help the practitioners benefit from CMMI in fostering the overall quality level of key activities for the organization's business goals.

• The Journal of Society for e-Business Studies
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• v.18 no.4
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• pp.83-105
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• 2013

There are two ways to assess data quality : measurement of data itself and assessment of data quality management process. Recently maturity assessment of data quality management process is used to ensure and certify the data quality level of an organization. Following this trend, the paper presents the process reference model which is needed to assess data quality management process maturity. First, the overview of assessment model for data quality management process maturity is presented. Second, the process reference model that can be used to assess process maturity is proposed. The structure of process reference model and its detail processes are developed based on the process derivation approach, basic principles of data quality management and the basic concept of process reference model in SPICE. Furthermore, characteristics of the proposed model are described compared with ISO 8000-150 processes.