• 한국경영과학회지
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• 제29권3호
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• pp.129-144
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• 2004

The goal of this study is to stress the importance of 6sigma quality management in improving the inner capabilities of manufacturing and the performances of the company. Six Sigma is widely recognized today as a process improvement methodology that can cut costs and eliminate defects in manufacturing processes. In this exploratory analysis. a model is developed and tested to fit research model with the structural equation modeling analysis. In conclusion. 6sigma leadership and flexible organizational culture are the important drivers among 6sigma activities. IT management strategy is significantly related to 6sigma quality management. 6sigma quality management is significantly related to financial performance. In addition. customer satisfaction is significantly related to financial performance.

• 품질경영학회지
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• 제45권4호
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• pp.677-696
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• 2017

Purpose: This study suggests that Six Sigma MBB should be used as a key talent to lead the fourth industrial revolution era by training them with big data processing capability. Methods: Through the analysis between articles on the fourth industrial revolution and Six Sigma related papers, common competencies of data scientists and Six Sigma MBBs were identified and the big data analysis capabilities needed for Six Sigma MBB were derived. Then, training was conducted to improve the big data analysis capabilities so that Six Sigma MBB is able to design algorithms required in the fourth industrial revolution era. Results: Six Sigma MBBs, equipped with the knowledge in field site improvement and basic statistics, were provided with 40 hours of big data analysis training and then were made to design a big data algorithm. Positive results were obtained after applying a AI algorithm which could forecast process defects in a field site. Conclusion: Six Sigma MBB equipped with big data capability will make the best talent for the fourth industrial revolution era. A Six Sigma MBB has an excellent capability for improving field sites. Utilizing the competencies of MBB can be a key to success in the fourth industrial revolution. We hope that the results of this study will be shared with many companies and many more improved case studies will arise in the future as a result of this study.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2006년도 추계학술대회
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• pp.539-544
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• 2006

This study has been attempted to find that factors for successful six-sigma implementation influence non-financial performance & financial performance in korean finance industry. In addition, goal of this study is to find out core factor in korean finance industry. To achieve the aim of this study, a document study and interview and an empirical analysis were performed. The collected questionnaires for the empirical analysis were processed statistically through data cording. Cronbach'a was conducted to get the construct reliability. To identify which factors for successful six-sigma implementation influence performances of six-sigma implementation, factor analysis was conducted to get the construct validity. After factor analysis, multiple regressions were utilized to identify the core factors (or factors for successful six-sigma implementation). The result of the study that has been derived through this process is summarized below. Firstly, by analyzing the effect factors for successful six-sigma implementation has on non-financial performance of finance industry, it shows that Process-integration & standardization variable has influenced. Secondly, by analyzing the effect factors for successful six-sigma implementation has on financial performance of finance industry, it shows that 'Process-integration & standardization' variables and 'Customer & Market mind' variables have influenced. The results of this study show that 'Process-integration & standardization' and 'Customer & Market mind' are core factors to influence non-financial performance & financial performance in korean finance industry

• 상하수도학회지
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• 제28권1호
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• pp.125-134
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• 2014

6 sigma is a management innovation strategy which improves most of all managerial processes including transactional and project based operations such as marketing, purchasing, accounting, and construction. Even though 6 sigma is trying to solve problems from the customer's viewpoint in the scientific manner, project leader feels some difficulties in implementation because of several reasons. Especially the difficulties are prevalent in construction site. This paper investigates the cause of the difficulties through questionnaires, analyzes the investigation results, and verifies the critical success factors of 6 sigma implementation. Factor analysis has been usually employed in reducing quantity of data and summarizing information chaos. In this study, several variables from questionnaires are grouped into just only four factors by the process of factor analysis. The critical success factors are extracted as project management system, implementation mechanism, site condition, and project ownership. Some ideas for each individual success factor are suggested, which are expected to be useful in successful implementation of 6 Sigma in construction site.

• 산업공학
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• 제15권4호
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• pp.409-425
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• 2002

This case study provides a market analysis methodology for overseas markets by applying statistical tools and the Six Sigma approach. The study suggests a procedure with seven steps to improve brands position in the market. These steps consist of interviewing consumers and floor salesmen of stores, surveying, analysis of correlation between brand position and customers satisfaction, analysis of relationship with companies and customer satisfaction factors, analysis of the customer satisfaction gap between companies, evaluating the importance of customer satisfaction factors, and suggestion for enhancement of brand position. The Six Sigma approach such as "Define", "Measure" and "Analyze" is used in this procedure, which is part of Six Sigma procedure, D-M-A-I-C (Define, Measure, Analyze, Improve, Control). Minitab and SAS are used for the statistical analysis.

• Journal of Advanced Marine Engineering and Technology
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• 제24권6호
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• pp.24-33
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• 2000

This paper investigates the relationship between J-integral and crack tip opening displacement, ${\delta}_t$ using Gordens results of numerical analysis. Estimation were carried out for several strength levels such as ultimate, flow, yield, ultimate-flow, flow-yield stress to determine the influence of strain hardening and the ratio of crack length to width on the $J-{\delta}_t$ relationship. It was found that for SE(B) specimens, the $J-{\delta}_t$ relationship can be applied to relate J to ${\delta}_t$ as follows $J=m_j{\times}{\sigma}_i{\times}{\delta}_t$ where $m_j=1.27773+0.8307({\alpha}/W)$, ${\sigma}_i:{\sigma}_U$, ${\sigma}_{U-F}={\frac{1}{2}} ({\sigma}_U+{\sigma}_F$), ${\sigma}_F$, ${\sigma}_F}$ $Y=({\sigma}_F+{\sigma}_Y)$, ${\sigma}_Y$

• 한국신뢰성학회지:신뢰성응용연구
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• 제11권1호
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• pp.59-81
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• 2011

Six Sigma has been disseminated into a variety of areas. It is believed that a stepwise understanding of Six Sigma's DMAIC is required for successes of unit projects. Meanwhile, infra-structure factors, such as leadership, organization, personnel management, educational system, etc., are also important to safely implant the Six Sigma into the whole enterprise and to thoroughly create the culture of innovation and enterprise. Careful analysis of those elements makes it possible to draw common connection between Project Management and the Six Sigma. This study drives the success elements for the successful adoption of the Six Sigma in the Korea Western Power Co., Ltd., of which management was evaluated as one of the tops based on the results of 2007 Management Innovation Assessment and arranges the similarity of like this factor and Enterprise Project Management. The results of this study are expected to provide a useful guideline for the adoption of the Six Sigma in whole company level.

• 품질경영학회지
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• 제34권4호
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

• 품질경영학회지
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• 제32권1호
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• pp.1-20
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• 2004

Six sigma has been the most influential management innovation program since 1996 in Korea. As a result of successful implementation of 6 sigma, there have been a number of dramatic quality improvement cases. However, no empirical study of 6 sigma implementation study has done especially in the service industry of Korea. This article reviews status of finance companies which implemented 6 sigma programs in Korea and then demonstrates the relationship between 6 sigma problem solving tools such as analysis of variance and graph techniques, etc and project success and operational performance. Customer survey tools, process analysis, and documentation tool are identified as influential tools on project success. Tools of measure steps, customer survey tools, and documentation tool are found as influential tools on operational performance.

• 한국소음진동공학회논문집
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• 제13권7호
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• pp.532-538
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• 2003

This paper studies on the noise reduction for a small automobile DC Motor (a window motor) using the 6 sigma process. The application of 6 sigma process suggested reliable and valuable statistical data for the quality of the DC motor at the production line. In the measurement step in 6 sigma process. the FMEA(failure mode effect analysis) were used for the detection of noise sources. The application of 6 sigma Process gave not only the improving method for the quality of the DC motor but also the confidence of improvement Itself since it was done on the basis of the test results for a number of DC motors at the production line. Consequently the 6 sigma process was proved very effective for the noise reduction at the production line.