• International Journal of Quality Innovation
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• 제6권3호
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• pp.121-131
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• 2005

Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma-consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an example, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

• 전자통신동향분석
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• 제22권2호통권104호
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• pp.92-101
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• 2007

Lean six sigma는 six sigma에 lean 개념을 접목시켜, 부가가치를 창출하지 못하는 프로세스 단계를 먼저 제거하여 프로세스 속도나 사이클 타임을 향상시키는 프로세스개선 방법론을 의미한다. Six sigma의 최우선 목표가 품질 개선이라면 lean은 생산 공정의 낭비제거에 초점이 맞춰져 있다. 그러나 quality와 함께 speed, cost를 고려하지 않는다면 프로세스의 속도나 투자자본의 감소를 개선하기 어려울 것이다. Lean six sigma는 lean의 속도와 six sigma의 무결점, 이 두 가지에 집중하여 원치 않는 복잡성을 제거하고 고객에게 집중하고 무결점 서비스를 제공하는 것이다. 본 연구에서는 우편물류에 lean six sigma를 적용한 프로세스 개선 방법론을 제시한다.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 춘계학술대회
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• pp.431-436
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• 2006

6 Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as process of solving problem. Enterprise already propelling successfully 6 sigma such as Motorolla, GE and consulting companies leading 6 sigma also propose DMAIC methodology traditionally. But from making 6 sigma activated, enterprises and 6 sigma consulting companies propose 6 sigma methodology matching office indirection part and research and development part. As the forward example, DFSS(Design For Six Sigma) is R&D part application in GE. This study investigates 6 sigma methodology corresponding to Right Process of the kernel factor. Especially for optimum design of the R&D part, revise DFSS definition and general concept organization through Lean DFSS methodology research and analysis.

• Bulletin of the Korean Chemical Society
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• 제4권1호
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• pp.45-47
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• 1983

In order to standardize the ${\sigma}^*,\;{\rho}^*$ is taken as unity for the benzoic acids by analogy with the fact that ${\rho}$ of benzoic acids in the ground state is taken as unity. The $pK_{\alpha}^*$ of many benzoic acid derivatives are determined by UV spectroscopy and fluorescence spectral analysis whenever possible. The ${\sigma}^*$ constants are derived from the Hammett equation utilizing these $pK_{\alpha}^*$ values and the $pK_{\alpha}^*$ of the benozic acid derivatives showed better correlationship with ${\sigma}^*$ than ${\sigma},\;{\sigma}^+\;and\;{\sigma}^-$ as expected. From these ${\sigma}^*$ values, ${\rho}^*$ of the phenol derivatives was calculated to be 1.28. The new standardized ${\sigma}^*$ values are calculated from the $pK_{\alpha}^*$ values of phenols since more accurate and abundant data are available for phenols than the benzoic acid derivatives.

• 품질경영학회지
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• 제48권3호
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• pp.381-393
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• 2020

Purpose: The purpose of this study was to find useful solutions by analyzing causes and results about defects on mechanical drawing notes and provide an automated tool with solutions to mechanical engineers. Methods: The collected data for defects on mechanical drawing notes were from ongoing development and mass production projects. Various measurement methods were used based on the Lean 6 Sigma analysis such as Process analysis, C&E diagram and some statistical analysis. Results: The results of this study are as follows; The results of the Lean 6 Sigma analysis, the validity of the selected indicators for improving drawing notes quality was verified through the verification of cause variables. The strategy established to improve the mechanical drawing notes was reflected as an automated program, and the defects were within a manageable range and achieved target Sigma level. Conclusion: Through the application of the "Mechanical drawing notes automation tool", it is expected to resolve the "Voice of Customer, VOC" and "Voice of Business, VOB".

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2004년도 품질경영모델을 통한 가치 창출
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• pp.217-228
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• 2004

In this thesis, we suggest questionnaire which is designed to understand of what employees include executive think about 6 sigma management movement and to find important factor for strategic of success 6 sigma management movement of K. Corporation. This thesis is composed of 2 parts, one is questionnaire design and the other is questionnaire analysis. We find important factor for strategic of success 6 sigma management movement of K. Corporation by using correlation and regression analysis, which results very useful and great help for K's Co. In questionnaire analysis, we use by minitab package version 13.2.

• 품질경영학회지
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• 제44권2호
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• pp.341-356
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• 2016

Purpose: The purpose of this paper is to study whether the adoption of Six Sigma quality management by a firm positively affects its financial performance. The correlation between the duration of Six Sigma implementation period and the financial status of the firm is investigated as well. Methods: We conduct the analysis using data from Manufacturing Industry Productivity Panel Survey 2013 provided by Korea Productivity Center and Ministry of Trade, Industry and Energy. Propensity score matching is used to reduce sample selection bias of observational study. Furthermore, we use multiple linear regression in order to study the relationship between the implementation of Six Sigma quality management and financial performance. The return on assets and ratio of net income to net sales are considered as dependent variable and implementation of Six Sigma as independent variable. Results: The indication of this analysis is that implementation of Six Sigma quality management does not significantly enhance financial status. The firms that adopted Six Sigma quality management were categorized into three groups according to the implementation period. Comparison of each group with the firms that do not adopt Six Sigma quality management does not show statistically significant enhancement of financial status. Conclusion: In conclusion, both adoption and duration of six sigma quality management do not affect financial performance significantly.

• 한국식품조리과학회지
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• 제24권6호
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• pp.818-828
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• 2008

A recurrent theme within the literature on the 6 Sigma program is the study of its effect on organizational performance. Therefore, the aim of this study was to investigate the effect of 6 Sigma on culinary quality performance, work commitment, and customer loyalty in the culinary division of hotels and family restaurants. The samples of this study included the employees of the culinary division of hotels and family restaurants that implemented or were about to implement the 6 Sigma program. A total of 248 questionnaires were analyzed with statistical methods of factor analysis, reliability test, and regression analysis. The findings of this study showed that the 6 Sigma program affected the culinary quality performance and work commitment of culinary division employees. Also, the 6 Sigma program, culinary quality performance and work commitment affected customer loyalty. Furthermore, work commitment affected culinary quality performance. Based on these research findings, it is required that the culinary division of hotels and family restaurants should incorporate the 6 Sigma program. For this purpose, good quality data should be collected with sufficient preparation procedures, and task force team should be made. Moreover, experts in this field should be cultivated, with the training of employees in mind. It is also crucial that the current quality of product and services be measured and that all the employees of the culinary division participate in the implementation of the 6 Sigma program. The intervention and heavy participation of the top management and head of the culinary division is expected for the successful implementation of 6 Sigma program.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2011년도 춘계학술대회
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• pp.541-552
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• 2011

Many of Korea major companies have appled as strategy of management innovation Six Sigma, Lean and Theory of Constraints. Six Sigma has mainly focused to reduce variation. Lean has mainly focused to reduce wastes and Theory of Constraints has mainly focused that bottleneck of constrains production and sales. This bottleneck is caused by constraint resources and it should be the main role of manager to explore constraint resource. Although their mainly focus are different, they are used to improve productivity and quality. In this paper, as strategy of management innovation, study on analysis and comparison plan of Six Sigma, Lean and Theory of Constraints. From the literature survey and application cases, it is suggested and discussed that how to plan of application as strategy of management innovation successfully. The suggested plan of application could be a good guideline that it could be a apply of companies.

• 한국신뢰성학회지:신뢰성응용연구
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• 제6권3호
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• pp.239-254
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• 2006

In this research, first, the effect of Six Sigma activities and business performance will be checked based on case studies involving companies adopting Six Sigma and, secondly, the Six Sigma training effectiveness, Customer Satisfaction and Financial Performance, etc, will be evaluated to find out how related to Six Sigma Implementation. Finally, Six Sigma's Implementation Categories will be analyzed. The method used in this research was to select the research model and research hypothesis based on theoretical studies and the interesting aspects of the recent Six Sigma, along with case studies and research based on actual proof. Case studies and research based on actual proof showed that among 11 companies analyzed, a total of 11 companies obtained good results, and KIs were found to be factors of their success.