• 품질경영학회지
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• 제38권3호
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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.

• 대한산업공학회지
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• 제32권4호
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• pp.347-357
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• 2006

Six sigma activities in an information and communication technology company in Korea are introduced. Korea Telecom(KT) was a public company for a long time and became a private enterprise not long ago. Although this company adopted many innovation programs, they were not effective because of the company's characteristics : long-time government-owned and information service industry. This paper describes the reason why KT introduced six sigma, some implementation strategy, and key factors to successfully deploy it. This paper is expected to be helpful to public or service industry in which it is very difficult to implement innovation activities.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2010년도 춘계학술대회
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• pp.454-461
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• 2010

Six sigma is a business management strategy and is used to improve the quality of the products and processes in many organizations. However traditional six sigma methodology, namely DMAIC, is not suitable for developing products. This paper investigates DFSS methodologies and presents a DFSS methodology for order based industry. Specifically, we suggest a customized DMADV method for order based industry and present a case study for developing a configuration optimization of the flying simulators.

• 한국멀티미디어학회논문지
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• 제21권6호
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• pp.685-697
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• 2018

(Most companies that perform BPR have not achieved satisfactory results or have not performed successful BPRs. There are many reasons for this, but the most important one has caused problems that do not accurately reflect the requirements of various stakeholders. In this paper, we will apply the BPR consulting methodology to a new value innovation requirements engineering process based on the Blue Ocean strategy, which is a way to create a new market without competition by customerizing potential customers by satisfying new customer expectations and needs. This paper uses a requirements engineering process that can generate customer value by applying the ERRC(Erasure Reduce Raise Create) analysis method, which is the core of the Blue Ocean Strategy Framework[1,2]. We will also apply the Six Sigma DFSS (Design For Six Sigma) methodology to improve quality and process through quantitative and systematic analysis. The proposed approach was presented to the BPR consulting to present a practical case, and the results of the empirical analysis of the system user to validate the results of BPR consulting.

• 산업경영시스템학회지
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• 제32권3호
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• pp.178-187
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• 2009

Six Sigma emphasizes KPI and establishes the present level as well as the goal level through statistical calculation and tries to achieve management innovation through process improvement. But in the area of new product development or service, sufficient data for statistical measurement may not be secured. On the other side, looking for contradictions through problem analysis, TRIZ is a methodology that stresses the process of solving these problems. TRIZ also has its own problems: it is hard to define its initial task, to objectify the measurement of effect, and to optimize the drawn out idea. The purpose of this report is to give a comprehensive understanding about each methodology (Sigma Six and TRIZ) through its analysis, to confirm the need of linking both methodologies, and to suggest a model for this linking process. Also, they will be verified through examples, and the synergy effect will be discussed.

• 품질경영학회지
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• 제31권4호
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• pp.81-94
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• 2003

6 시그마는 세계 초우량 기업들뿐만 아니라 한국의 우수한 기업들에 의해서 이미 도입되고 추진되고 있다. 6 시그마는 제품 및 서비스의 품질뿐만 아니라 판매와 구매, 그리고 회계 등 경영의 모든 프로세스에 총체적으로 접근하는 경영혁신활동이다. 6 시그마는 고객의 관점에서 품질문제를 과학적으로 접근하여 품질로 인한 대규모의 손실비용을 제거함으로서 경영이익 극대화를 추구한다. 본 연구에서는 6 시그마의 중추적 역할을 하고 있는 블랙벨트를 통해 6 시그마 성공의 핵심요인을 실증적으로 도출함으로써 6 시그마가 한국기업에 정착되기 위한 방향을 제시하고자 한다. 6 시그마를 도입하여 추진하고 있는 국내 기업들을 대상으로 6 시그마 성공의 핵심 요인을 분석한 결과, 최고경영층의 리더십과 6 시그마 활동에 대한 보상 및 인센티브가 가장 중요한 요인이라고 분석되었다. 그리고 블랙벨트의 관점에서 공정유형과 추진단계별로 6 시그마 핵심요인간에 차이가 있는 것으로 나타나 유의한 연구결과가 도출되었다.

• 한국산업정보학회논문지
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• 제13권5호
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• pp.66-77
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• 2008

본 연구의 목적은 6시그마를 성공적으로 적용하고 있는 기업을 대상으로 6시그마 적용을 통한 대-중소기업 파트너쉽 개선사례를 조사하는 것이다. 조사방법은 구미공단 기업 중 6시그마를 성공적으로 적용한 대기업 1곳과 협력업체 5곳을 사례기업으로 선정하여, MBB와 6시그마 추진실무자들을 면담하였다. 조사결과, 대기업에서 6시그마가 도입, 확산기를 거쳐 성공적으로 정착된 후 이러한 성공경험이 중소 협력업체로 전파되어 여러 협력업체들로 하여금 6시그마를 도입, 추진하게 하였다. 그러나, 중소기업의 특성상 6시그마 적용에 여러 가지 애로에 부딪치게 되는데, 이러한 애로사항에 대해 대기업의 지속적인 교육과 인프라 지원, 과제해결 지도 등 전폭적 지원으로 조사대상 협력 중소기업들은 6시그마 실행문제들을 상당부분 극복하고 가시적 성과를 얻고 있는 것으로 나타났다. 그 결과 원가절감, 부품의 품질향상, 협력업체의 사내 전문가 양성과 혁신역량강화 등의 효과를 가져왔고 대-중소기업간 파트너쉽 향상에도 큰 성과를 가져온 것으로 평가된다.

• 산업경영시스템학회지
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• 제30권4호
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• pp.78-84
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• 2007

After 6 Sigma administration is introduced in domestic in 1997, many corporations are utilizing by survival strategy and method of administration reform. This is applied in all field that this led to R&D from service industry by the next. Success factors by each field was studied and announced applying in various types of business. The Korail and Korea Post, the Ministry of Environment and various public corporation and governmen and municipal office are introduce and utilizing 6 Sigma administration by innovation method present. But, research about success factor that special quality of public sector is considered up to now was almost no. This treatise analyzed 6 Sigma' success factors and effect relation to public corporation.

• 품질경영학회지
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• 제36권1호
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• pp.62-71
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• 2008

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 competitive environment. To keep growing and thriving, modern companies need to develop new businesses and find new applications while keeping existing ones on track. This situation necessitates a more effective way of discovering an optimal scenario in a business. In this paper, we propose a Business for Six Sigma (BFSS) road-map to create new businesses. BFSS consists of five macro phases: define, identify, analyze, evaluate, and implement. We also provide an example of F electronics, a Korean electronics component manufacturer, which actually applied the BFSS road-map to analyze marketability, technological plausibility and economic potential/success in connection with its new product development.

• International Journal of Quality Innovation
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• 제8권3호
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• pp.23-34
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• 2007

Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers' expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.