• Journal of the Korea Institute of Information and Communication Engineering
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• v.14 no.4
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• pp.868-874
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• 2010

In this paper, we propose a design of automated electronic sanction system for management of six sigma projects. The proposed system performs diverse operations such as registering and choosing enterprise-wide enhancement project, managing schedules of the project, verifying the validity of the project, and thus managing the whole life cycle of the project. Each six sigma project is stored in the database repository for facilitation of its later use. The proposed system has been effectively applied in a Korean company, and thus, through the proposed system, we expect the effects of innovation-related and enhancement-related activities which six sigma is fundamentally pursuing.

• Industrial Engineering and Management Systems
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• v.10 no.3
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• pp.232-237
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• 2011

Design for Six Sigma (DFSS) has been implemented in many companies to enhance their business performance and customer satisfaction. However, DFSS has not been widely applied to the aircraft industry which operates large, complex development programs. In this paper, the characteristics of an aeronautical product development program are analyzed to figure out the limitations of current DFSS methodology and the prerequisite to deployment of DFSS at the program level is suggested.

• 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 Korean Society for Quality Management
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• v.31 no.4
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• pp.81-94
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• 2003

Six sigma is a management innovation strategy which improves all managerial processes in an integrated manner, Six sigma can be applied to every aspect of managerial functions such as marketing, engineering, purchasing, accounting, and so on. Six sigma is trying to solve quality problems from the customer's viewpoint in the scientific manner, thus maximizing profits through the elimination of quality costs. This paper is presented to verify empirically the successful factors of implementing six sigma through the survey of black­belts of Korean firms. The blue­chip companies in Korea and across the world have already adopted Six Sigma, and it is becoming an integral part of the corporate culture of these companies. In conclusion, the most important factors to the success of six sigma are found to be the leadership of top management, and the compensation/ incentive system. The analysis also shows that the important factors are different in terms of both the process type and implementing stage.

• 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.

• Journal of the Korea Safety Management & Science
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• v.12 no.1
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• pp.161-168
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• 2010

This paper presents a six sigma project for improving customer satisfaction of a franchise store. The project follows a disciplined process of five macro phase : define, measure, analyze, improve, and control(DMAIC). Due to the limitation of existing methodologies, numerous difficulties arise during the six sigma application to transactional processes. This paper expected to be helpful to service industry in which is very difficult to measure and implement.

• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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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.

• Journal of the Korea Safety Management & Science
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• v.11 no.1
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• pp.121-130
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• 2009

This paper considers a six sigma project for reducing the cost copper of the cable materials in a electric wire company. The project follows a disciplined process of five macro phases: define, measure, analyze, improve, and control (DMAIC). A process map is used to identify process input variables. Three key process input variables are selected by using an input variables are selected by using an input variable evaluation table: large cable, plating, and a twisted pair. DOE is utilized for finding the optimal process conditions of the three key process input variables. The implementing result of this six sigma project is enable for reducing of the 2.8% copper materials.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.19-29
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• 2005

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of the Korea Safety Management & Science
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• v.24 no.3
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• pp.93-103
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• 2022

This study investigated the method of continuous improvement of small-medium company production processes through POSCO's QSS(Quick Six Sigma) activities. QSS is a field operation technique that encompasses the advantages of Six Sigma, TPS(Toyota Production System), TQM (Total Quality Management), and IE(Industrial Engineering). Through this, POSCO not only encourages activities centered on related small and medium-sized partners, etc., but is also expected to contribute to the continuous improvement of the company's own production process through QSS activities. In this study, rather than unconditionally carrying out activities according to the needs of large companies, the research is to help the continuous improvement of the actual production process of small and medium-sized enterprises by effectively applying and spreading QSS activities in consideration of the characteristics and environment of the company. For this purpose, empirical research is conducted on the process improvement activities and QSS activities of company Y, which has less than 100 assembly and production quality and inspection processes among SMEs. The changes in the production process improvement of SMEs through the application of the final QSS were investigated through empirical studies.