• 산업경영시스템학회지
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• 제20권41호
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• pp.135-145
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• 1997

The statistical approach to quality control aims at alerting its user to any variations in the properties of a manufactured product. Motorola developed and pursued a quality management program called six sigma. The goal of six sigma programs is to improve customer satisfaction through reducing and eliminating defects. six sigma uses several statistical measure to characterize defect levels and process capabilities. The upper and lower specification limits are $\pm6\sigma$(sigma) from nominal, and the process mean is centered at nominal. only 0.002PPM are outside specification limits. Cp=2. this is the design target in a six sigma program. This article presents an important tool available for quality control of a production process at the occurrence of defects in manufactured products at view low levels to improve the efficiency of the manufacturing productivity and to satisfy customer through the reduction of defect rates. To understand the consequences of the level of quality on competitive position, a more technical perspective is needed.

• 산업경영시스템학회지
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• 제35권2호
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• pp.220-227
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• 2012

The case company has driven the six sigma innovation programme company wide for the last seven years without any stop in spite of the CEO change. There was neither any benchmark nor the sufficient number of internal experts during the initial stage of driving six sigma. However, the company raised a lot of innovation experts such as MBB, BB and GB, thereby successfully changed the way of employees' doing work and reaped an enormous amount of either visible or invisible performances as a result of implementing the six sigma innovation programme. This paper deals with both main activities undertaken at each stage of the innovation life cycle of six sigma and their performances in a ICT (Information Communication Technology) industry. The performances are described from the four aspects of a balanced score card (BSC) and finally some strategic implications suggested.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2010년도 춘계학술대회
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• pp.483-490
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• 2010

For the success of total six sigma innovation, it is necessary to involve the suppliers In the six sigma activities. This paper presents the deployment and support system of six sigma innovation for suppliers, with the application to an aerospace production company. The process of project selection, project implementation, financial effect verification, benefit sharing is presented. This paper will benefit the companies which are going to enhance all the companies in the supply chain via six sigma activities.

• 대한안전경영과학회지
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• 제8권5호
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• pp.27-56
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• 2006

Prior to Six Sigma, many companies had adopted a policy management method designed to manage business performances through the top-down deployment of management policies. This policy management method and the Six Sigma CTQ Flow Down will make a good combination when their merits are developed and systemized as the management innovation program which enables to set up innovation targets along with management targets in the stage of strategic planning and to participate all the personnel from top management down in achieving th targets. This paper will help the companies implementing Six Sigma improve their management constitutions and achieve better management performances through the integration of policy management and Six Sigma.

• 산업경영시스템학회지
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• 제33권1호
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• pp.91-97
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• 2010

Six Sigma is widely recognized as a process improvement methodology. In these days, many organizations today are considering how to choose six sigma project. This study is to provide six sigma project selection criteria by comparing public corporate with private corporate using AHP. In this exploratory study, criteria to select six sigma project is developed and suggested to fit goal of each organizations.

• 산업경영시스템학회지
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• 제27권1호
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• pp.103-108
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• 2004

Companies adopted a program called Six Sigma, in order to make fundamental changes in the way the company operated to fulfill customers' expectations. Six Sigma reduces the occurrence of defects. This approach derives the overall process of selection the right projects based on their potential to improve performance metrics and selection and training the right people to get the business results. However, in the course of Six Sigma process steps, companies are in the face of problems. This study is to solve the problems using TOC(Theory of Constrains). TOC is methodology for solving key problem in system which is called Constraints. Nowadays, its application is going to be wide and its concept is being implemented. In this paper, it is showed possibility of application TOC to Six Sigma.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 춘계학술대회
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• pp.227-235
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• 2006

It is generally thought that the quality management and the six sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the Quality management and the six sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry.

• 대한안전경영과학회지
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• 제9권6호
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• pp.163-169
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• 2007

This study deals with the improvement of production process on a flow production system with the consideration of six sigma. We analyze the production process and survey the important factors of improvement of productivity. Using a six sigma, we find strategic point and suggest a reformation of production process. We applied a simulation technique to simulate the production line proposed by the result of the Six sigma. With the result of the simulation, this study analyzes the propriety of production line and proposes the alternatives of new production process.

• 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

• 품질경영학회지
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• 제31권3호
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• pp.172-184
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• 2003

Many companies in Korea are paying close attention to Six Sigma to get better business results. And there are numerous success stories on the use of statistical methods in solving problems, improving processes and cutting costs. However, there are many cases in which statistical methods are misused or inappropriately applied. In this paper, the pitfalls to avoid in using statistical methods are discussed. Also the role of statistics in Six Sigma is examined.