• The Journal of Art Theory & Practice
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• no.2
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• pp.191-213
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• 2004

The trend of "Blockbuster Exhibitions" over the past decade has led to the unfortunate reality that museums, losing sight of their role as an Academic organization, are becoming increasingly influenced by the corporate world. In my dissertation entitled "The Commercialization of Blockbuster Exhibitions in Museums," I explore the modern tendency toward Blockbuster exhibitions in art museums and the negative impact of those exhibitions on the art world. Museums of the modern day have expanded their territory from the traditional venue of public education to the hybrid cultural space. This mission, evident in the museum's attempt to satisfy audiences with the offering of diverse activities, has changed the concept of the museum, giving priority to the desire for financial gain. From the viewpoint of this new museology, the museum considers Blockbuster exhibitions as the safest method to increase ticket sales. As a program that openly reveals the commercialism of the museum, I explore the Blockbuster show and its strategies as a means of exposing the influence of the corporate world on art. A key component to the Blockbuster exhibition is the "hype" that is created to attract an audience. This devotion to increased publicity distracts from what should be the goal of public education, as the primary focus leans towards the desire for a large number of visitors. Consequently, this unavoidably standardized exhibition is presented to the public in a manner that deprives the audience of a unique experience. With large crowds and increased ticket prices, it is difficult to form a genuine appreciation of the artwork. In addition to the profit gained by increased ticket prices and the commercial sales of "souvenirs" from the museum gift shop, Blockbuster shows are used as a means to attract the attention of corporate sponsors. As explained in my dissertation, the importance that the museum places on corporate sponsorship as a capital resource is evident, however the degree to which the museum allows itself to he influenced by the desire for capital gain poses a threat to its function as an academic organization. Circumstances in American museum history, in particular, have influenced the transition from academic resource to corporation within museology. In keeping with the nation's tendency towards capitalism, art museums in the United States were initially established and developed by individual capitalists who applied principals of corporate operation to museum management. As a result, in modern days, We witness the influence of enterprise on museum programs, while corporate management may be able to guarantee immediate fiscal benefits, however, it is unable insure the future of the museum. In Slim, my dissertation discusses the mechanism of the commercialized "Blockbuster Exhibition" and the impact that it has on the future of the museum as an industry. This research provides an opportunity to reconsider the role of the museum as an academic institution, particularly in regard to the need to decrease the capitalization of exhibitions and refocus their influence on the art world as an educational resource.

• Information Systems Review
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• v.11 no.2
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• pp.183-207
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• 2009

In general, the introduction of information technology to domestic small and middle size firms is depending on the governmental supporting policy. However, even under this situation there is also a case that the building up of information technology is initiated by the management of small and middle size firms. An accumulated know-how for information technology and powerful leadership in such firms are considered as success factors. This study attempts to analyze a case for 'THEFACESHOP', in which MIS is successfully built. To achieve corporate goals, the CEO of THEFACESHOP based on the extensive knowledge of information technology drove to build up information system. Also, the board of directors supported him, and employees committed to their organization. Through the strong leadership of the CEO, the information system of THEFACESHOP became sufficient and efficient. And it led the organization and the information system to be competitive. In particular, the systematic approach of THEF ACESHOP reinforcing its competitiveness can be summarized as follows: First, it tried to construct basic information systems as like ERP etc. to increase work-efficiency. Second, it completed CRM related systems for analysis to maximize its customer orientation and marketing effect. Third, the last step can be stated as the building up of operation related CRM systems to improve the responsiveness of target marketing activities and the profitability of its agencies. Such endeavors of THEFACESHOP contributed to increase productivity and performance of the organization. As a result, THEFACESHOP has had its own 'Natural Story' and price competitiveness. For that reason THEFACESHOP became the best of brand-shop cosmetic firms. This success based on the strong leadership and the systematic investment on the information system.

• Journal of Navigation and Port Research
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• v.26 no.1
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• pp.112-119
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• 2002

In accordance with the development plans of Jeju for international free city, Jeju new harbor will be constructed cosidering supporting Jeju city as an international tour city, safe arrival and departure at the terminal of 80.000G/T cruise ship. In this study, we used a full-mission ship handling simulator adopting 80.000G/T cruise ship manoeuvered at the planned Juju international cruise terminal. Five masters who have had a long experience of shop maneuvering ware called to carry out the simulations of which No. 1 , Np. 2, and No.4 scenario of simulation were tried twice, completed the total of 10 times and No.3 scenario of simulation once, reached at the total of 5 time. The marine traffic safety was assessed in terms of 1) the closest point of approach(CPA) to breakwater and quay in the vicinty and the probability of crossing fairway limit, 2)subjective evaluation such as the mental burden and the maneuvering disfficulty of shiphanders and 3) the opinions of shiphandlers. From th result of this simulation, we have a conclusion that the 80.000G/T cruise ship can be maneuvered safely at the planned terminal.

• The Journal of Society for e-Business Studies
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• v.25 no.4
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• pp.143-154
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• 2020

With the increasing trend of making manufacturing system intelligent and autonomous, the introduction of robot-assist automation, like machine tending system for automated operation of CNC machine tools, is being actively carried out at many industrial sites. Most important part of this intelligent system to install machine tending system, is interface programming between the CNC machine tools and the industrial robot. Despite this importance, however, the machine tending system has many setup problems. it is necessary for difficult re-program of both controllers whenever a new CNC machine tool or robot is introduced. And, the helps of external engineers is required even though trivial changes due to the complex structure of the machine tending system. Authors of this paper introduces the integrated system of the interface between heterogeneous CNC machine tools and industrial robots. In addition, the digital twin implemented inside the machine tool controller enable shop-floor operators to change the interface programming easily. To implement this system, an integrated development environment for 1) an intelligent HMI platform that provide standardized interfaces to heterogeneous CNC machine tools and 2) a robot platform developing application software of various robots, was established. For easy un-tact environment, this paper explain the development of 3) a game-engine based web program of controlling and monitoring machine tending system remotely.

• Journal of Digital Convergence
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• v.15 no.12
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• pp.137-145
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• 2017

The purpose of this study is to suggest the measures to measure the shopping satisfaction and to increase the shopping satisfaction. We conducted surveys and conducted empirical analysis on Chinese tourists visiting duty free shops in Busan using direct survey method. The results of this study are as follows. First, factor analysis for subdividing the duty - free choice attribute was analyzed as store attribute, product attribute, and service attribute. Second, based on this analysis, the effect of each attribute on shopping satisfaction showed statistically significant positive results. Third, the analysis of the relative size of the effects of analytic attributes on satisfaction showed that store attributes were the highest. That is, the quality of duty-free shops, services, and products increases overall shopping satisfaction. Therefore, it can be said that the strategy implementation that improves the quality of the attributes affecting the satisfaction is expected to contribute to the improvement of the management performance, and suggests the management implications for the activation of the operation of the duty - free shop. Future studies will be more meaningful if more variety of shopping places are studied.

• Journal of Biosystems Engineering
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• v.6 no.1
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• pp.28-38
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• 1981

A survey has been conducted to investigate the presents of breaks down and repair of power tiller for efficient use. Eight provinces were covered for this study. The results are summarized as follows. A. Frequency of breaks down. 1) Power tiller was breaken down 9.05 times a year and it represents a break down every 39.1 hours of use. High frequency of breaks down was found from the fuel and ignition system. For only these system, the number of breaks down were 2.02 and it represents 23.3% among total breaks down. It was followed by attachments, cylinder system, and traction device. 2) For the power tiller which was more than six years old, breaks down accured 37.7 hours of use and every 38.6 hours for the power tiller which was purchased in less than 2 years. 3) For the kerosene engine power tiller, breaks down occured every 36.8 hours of use, which is a higher value compared with diesel engine power tiller which break down every 42.8 hours of use. The 8HP kerosene engine power tiller showed higher frequency of break down compared with any other horse power tiller. 4) In October, the lowest frequency of break down was found with the value of once for every 51.5 hours of use, and it was followed by the frequency of break down in June. The more hours of use, the less breaks down was found. E. Repair place 1) 45.3% among total breaks down of power tiller was repaired by the owner, and 54.7% was repaired at repair shop. More power tiller were repaired at repair shop than by owner of power tiller. 2) The older the power tiller is, the higher percentage of repairing at the repair shop was found compared with the repairing by the owner. 3) Higher percentage of repairing by the owner was found for the diesel engine power tiller compared with the kerosene engine power tiller. It was 10 HP power tiller for the kerosene power tiller and 8 HP for the diesel engine power tiller. 4) 66.7% among total breaks down of steering device was repaired by the owner. It was the highest value compared with the percentage of repairing of any other parts of power tiller. The lowest percentage of repairing by owner was found for the attachments to the power tiller with the value of 26.5%. C. Cause of break down 1) Among the total breaks down of power tiller, 57.2% is caused by the old parts of power tiller with the value of 5.18 times break down a year and 34.7% was caused by the poor maintenance and over loading. 2) For the power tiller which was purchased in less than two years, more breaks down were caused by poor maintenance in comparison to the old parts of power tiller. 3) For the both 8-10 HP kerosene and diesel engine power tiller, the aspects of breaks down was almost the same. But for the 5 HP power tiller, more breaks down was caused by over loading in comparison to the old parts of power tiller. 4) For the cylinder system and traction device, most of the breaks down was caused by the old parts and for the fuel and ignition system, breaks down was caused mainly by the poor maintenance. D. Repair Cost 1) For each power tiller, repair cost was 34,509 won a year and it was 97 won for one hoar operation. 2) Repair cost of kerosene engine power tiller was 40,697 won a year, and it use 28,320 won for a diesel engine power tiller. 3) Average repair cost for one hour operation of kerosene engine power tiller was 103 won, and 86 won for a diesel engine power tiller. No differences were found between the horse power of engines. 4) Annual repair cost of cylinder system was 13,036 won which is the highest one compared with the repair cost of any other parts 362 won a year was required to repair the steering device, and it was the least among repair cost of parts. 5) Average cost for repairing the power tiller one time was 3,183 won. It was 10,598 won for a cylinder system and 1,006 won for a steering device of power tiller. E. Time requirement for repairing by owner. 1) Average time requirements for repairing the break down of a power tiller by owner himself was 8.36 hours, power tiller could not be used for operation for 93.58 hours a year due to the break down. 2) 21.3 hours were required for repairing by owner himself the break down of a power tiller which was more than 6 years old. This value is the highest one compared with the repairing time of power tiller which were purchased in different years. Due to the break down of the power tiller, it could not be used for operation annually 127.13 hours. 3) 10.66 hours were required for repairing by the owner himself a break down of a diesel engine power tiller and 6.48 hours for kerosene engine power tiller could not be used annually 99.14 hours for operation due to the break down and it was 88.67 hour for the diesel engine power tiller. 4) For both diesel and kerosene engine power tiller 8 HP power tiller required the least time for repairing by owner himself a break down compared with any other horse power tiller. It was 2.78 hours for kerosene engine power tiller and 8.25 hours fur diesel engine power tiller. 5) For the cylinder system of power tiller 32.02 hours were required for repairing a break down by the owner himself. Power tiller could not be used 39.30 hours a year due to the break down of the cylinder system.

• Journal of Practical Agriculture & Fisheries Research
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• v.3 no.1
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• pp.142-157
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• 2001

This study was conducted to get the basic information for promoting farm machinery productivity by surveying the regular maintenance and repair status of major farm machinery such as power tiller, farm tractor, rice transplanter and combine harvester. The survey was carried out through 9 provinces including Cheju province by direct visiting farmers with prepared questionnaire. The results of this study can be summarized as follows : 1. The average farming carrier of the surveyed farmers was 25.3 years, and 21-30 years of farming carrier showed the highest portion as 40.7%. The average carrier of using farm machinery was 9.4 years, and that was 14.9 years for power tiller, 8.3 years for farm tractor, 9.0 years for rice transplanter, 7.9 years for combine harvester, 7.5 years for mini tiller, 9.7 years for power sprayer, and 8.2 years for binder etc. 2. The regular maintenance for farm machinery was conducted mainly at repair shop (49.5%) or dealer agency (12.0%) as 61.5%, and 34.9% of farmers conducted the regular maintenance by themselves at their house. 3. The reasons for not-fully recognizing operation manual and insufficient before-, during-, after-maintenance of farm machinery were insufficient time for them (45.8%), troublesome (22.9%), unknown maintenance method (16.3%), unknown the necessity for maintenance (12.4%), and others (2.6%) in order. 4. For the annual exchange of engine oil, 3.2 times is necessary but actually 1.7 times was exchanged for power tiller, 4.3 times is necessary but actually 1.9 times was exchanged for farm tractor, 2.7 times is necessary but actually 1.7 times was exchanged for rice transplanter, 2.2 times is necessary but actually 2.3 times was exchanged combine harvester. 5. For the annual cleanness or exchange of fuel filter, 3.2 times is necessary but actually 1.1 times was done for power tiller, 4.3 times is necessary but actually 1.6 times was done for farm tractor, 2.7 times is necessary but actually 1.7 times was done for rice transplanter, 1.9 times is necessary but actually 0.8 times was done for combine harvester. 6. For the annual cleanness or exchange of air filter, 3.2 times is necessary but actually 1.4 times was done for power tiller, 4.2 times is necessary but actually 2.4 times was done for farm tractor, 2.6 times is necessary but actually 1.6 times was done for rice transplanter, 3.9 times is necessary but actually 7.0 times was done for combine harvester. 7. For the experience of breakdown related to maintenance, 5.3% of farmers experienced breakdown due to the insufficient exchange of engine oil, 7.7% of farmers experienced breakdown due to the insufficient cleanness or exchange of fuel filter, and 2.9% of farmers experienced breakdown due to the insufficient cleanness or exchange of air filter. 8. Most farmers (76.1%) recognized the necessity for agricultural machinery training or education, and most farmers preferred about one week for the training period, simple or ease maintenance for the training level, agricultural technical center or agricultural machinery manufacturer for the training agency. 9. Complete recognition of operation manual and sufficient before-, during-, and after-maintenance for farm machinery can minimize the breakdown as well as conduct suitable period farming, enlarge the endurance, prevent the safety accidents, and promote productivity of farm machinery. Therefore, these can be accomplished by the thorough training or education for agricultural machinery.

• Journal of Biosystems Engineering
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• v.6 no.2
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• pp.65-76
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• 1982

This survey was conducted to investigate the status of repair and maintenance of 4 wheel tractor for a basic reference to the improvement of quality and proper utilization of tractors. Thirty two counties from eight provinces, except Jeju, were covered in this study in order to investigate annual break-down and repair of tractor in 1980. The analyzed results are summarized as follows; 1. The average number of break-down of large size tractors(47ps) was 5.0 times in a year and it was about twice of that of small size tractors(19-23ps). The break-down frequency per 100 hours of use was 1.11 times in the large size and 0.65 times in the small size tractors. 2. 75.6 percent of total break-down was occured in main body of tractor and 24.4 percent in attachments. In particular, the break-down of plow and rotavator was more than 80 percent of total break-down of the small size tractor attachments. 3. The large size tractors which were occured more than one times of break-down a year was 75 percent and its rate of the small size tractor was 62 percent. But 9 percent of tractor surveyed had more than ten times of break-down in a year 4. The frequency of break-down had a peak in May, and it was directly proportional to the hours of use. 5. The causes of break-down were poor maintenance and operation by 29.8 precent, old parts by 30.2 percent, poor quality of parts by 20.6 percent, poor field condition by 16.3 percent and others by 3.1 percent. 6. Annual number of repair was 5.5 times and among them 55.6 percent was done by shop and 44.4 percent by operator. 7. Total required repair time was 30.6 hours a year in the large size tractor and 19.9 hours in the small size tractor. Average repair time was 3.62 hours a time. 8. Annual repair cost was 278 thousand won in the large size tractor and 70 thousand won in the small size tractor. The repair cost per hour of use was 621 won in the large size and 198 won in the small size tractor. 9. The repair cost rate of tractor(Y) was regulated with tractor age (X) as follow; Y=0.752X In case of the service life of tractor was 10 years, the total repair cost rate was 64 percent.