• Journal of the Korea Safety Management & Science
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• v.15 no.1
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• pp.283-292
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• 2013

This paper aims to propose a new steps of hypothesis testing using analysis process and improvement process in the six sigma DMAIC. The six sigma implementation models proposed in this paper consist of six steps. The first step is to establish a research hypothesis by specification directionality and FBP(Falsibility By Popper). The second step is to translate the research hypothesis such as RHAT(Research Hypothesis Absent Type) and RHPT(Research Hypothesis Present Type) into statistical hypothesis such as $H_0$(Null Hypothesis) and $H_1$(Alternative Hypothesis). The third step is to implement statistical hypothesis testing by PBC(Proof By Contradiction) and proper sample size. The fourth step is to interpret the result of statistical hypothesis test. The fifth step is to establish the best conditions of product and process conditions by experimental optimization and interval estimation. The sixth step is to draw a conclusion by considering practical significance and statistical significance. Important for both quality practitioners and academicians, case analysis on six sigma projects with implementation guidelines are provided.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Journal of Korean Society for Quality Management
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• v.30 no.1
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• pp.118-132
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• 2002

This paper presents a process incapability index to provide manager with various information of process and to reduce cost. The introduced process incapability indices indicate information about mean and variance of manufacturing process and variance of inspection process to evaluate process capability using ratio of variance and difference between target and mean to specification. This model can be used by the scale of six sigma management.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.29 no.1
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• pp.56-62
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• 2006

This paper is concerned with a six sigma application to non-manufacturing process. Based on the comparison to manufacturing process, non-manufacturing process has some specific characteristics. The main focus of this study is to introduce an empirical case study on the implementation of DMAIC procedures for non-manufacturing process. We use a simple and practical road map which consists of 13 steps. Some fundamental rules for DMAIC implementation in six sigma projects are also introduced.

• Journal of Industrial Convergence
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• v.4 no.1
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• pp.87-107
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• 2006

Foodservice industry serves enormous volumes of food each day, yet they rely on what might be the most poorly educated, most transient, and youngest work force in the whole food industry. These individuals handle every meal or item which is served. It is a situation ripe for problems, problems which are all too real. HACCP system is a preventive approach stages where loss of control could present a food safety risk in a food service operation. But it is very difficult to using HACCP Plan. The objective of this study was to develop a HACCP Plan using Six Sigma Methodology. This new HACCP Model from this study will be left to the each operation to develop for themselves. This means that foodservice industry operations should modify new HACCP Model provided in this study to establish their own HACCP system for use in their own operations.

• The Journal of Bigdata
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• v.2 no.1
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• pp.5-15
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• 2017

Six Sigma has been adopted for the last two decades in many industries of manufacturing and service business to implement processs improvement. The methodology has difficulties in discovering target projects in the Define step and in controlling continuous measure and control in the Control step. To address the problem, more advanced system is required to support continuous control and management, and business process management (BPM) can be an effective solution for this problem. In this research, we introduce integrated models of Six Sigma and BPM for the purpose of realizing continuous process improvement, and explain the procedure of analyzing, improving, and monitoring the processes based on the data which has been accumulated in business process execution. It is expected that this integrated approach can maximize business performance by improving and managing business continuously on the integrated platform of two business innovation strategies, Six Sigma and BPM.

• Journal of Information Technology Applications and Management
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• v.14 no.3
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• pp.1-14
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• 2007

Recently. interests in IT Service Management (ITSM) are increasing internationally as well as domestically. In order to realize the benefits from ITSM, it is necessary to institutionalize it as a culture of the organization through effective change management. One of the most promising approach of effective change management is a Six Sigma technique. In this study, we analyze a success case in which 6 Sigma was applied to Service Desk function which is one of the most important functions of ITSM. Through the analyses, this study aims to propose a feasible and specific approach to institutionalize ITSM. To accomplish the objective. the study analyzed specific methods of application of 6 Sigma to ITSM. performance of the project and future directions based on interview and project document/deliverable review. This study could not provide detailed performance measures due to lack of previous research on this topic and difficulty of obtaining quantitative data. However. this study has contributed to proposing a direction to institutionalize ITSM in organizations by analyzing a feasibility of 6 Sigma in implementing ITSM.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.574-578
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• 2005

The project objectives, called critical-to-quality (CTQs) in six sigma, should be defined to faithfully reflect the customer requirements. The identification of such a set of CTQs, which is currently done using brainstorming in practice, is a challenging task. Notwithstanding the rapid growth of the six sigma literature, development of a systematic procedure for identifying CTQs has scarcely been addressed. This paper proposes a systematic method for generating CTQ candidates based on the given voice of the customer in the DFSS/C (Design for Six Sigma / Commercial) context. By providing a step-by-step procedure, the proposed method ensures that all the important CTQ candidates are identified and subjective judgments are minimally required. Hence, the shortcomings associated with the existing practice based on brainstorming can be effectively overcome. The unique characteristics of the proposed method are also demonstrated via a case study.

• Journal of Korean Society for Quality Management
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• v.38 no.3
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• pp.439-448
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• 2010

Since the six sigma strategy was first introduced to Motorola in 1987, it has been taken as an important business strategy to strengthen the competitiveness of leading companies in the global competitiveness environm ent. This paper presents a six sigma project to reduce the cycle time of assembly line in a medium size automotive part company. The project follows a structured methodology of DMAIC cycle which consists of Define, Measure, Analyze, Improve, and Control. A CTQ is determined based on COPQ analysis, and a process map is utilized for identifying process input variables. As a result of the project, two assembly lines are converted to cell line production lines. The cycle times become 55 sec./unit and 64 sec./unit from 64 sec./unit and 83 sec./unit at the beginning of the project, respectively.

• Journal of the Ergonomics Society of Korea
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• v.31 no.6
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• pp.793-800
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• 2012

Objective: This study investigated the problems that could be faced with when engineers try to improve the affective quality using the DMAIC model. Background: Affective quality is considered one of the most influential factors for the competitive power of consumer products and many engineers make effort to improve the affective quality. Since the Six Sigma process is effective and wide-used method for quality improvement, it can also be used to improve the affective quality. However six sigma tools cannot be directly used for affective quality because of the subjective and qualitative characteristics of the human affection. Method: Investigate the goals, processes and key factors of DMAIC model and find the difficulties to use six sigma tools for the affective quality. Results: Most of the problems arise from measuring and quantifying the human affective response level and understanding the relationship between the human affective factors. Conclusion: Both the protocol for measuring human affection and the monitoring system to find the affective response change for the product or service are required. Application: The results of this study could be helpful for the engineers not specialized in ergonomics to improve the affective quality in systematic approach.