• 유통과학연구
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• 제22권4호
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• pp.47-58
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• 2024

Purpose: Achieving organizational effectiveness is the ultimate goal that every business entity or institution targets. To achieve this, organizations need to consider various factors that have an impact on their performance. This article analyzes the distribution influence of six main elements that have a central role in shaping sustainable organizational effectiveness, which are organizational culture, job satisfaction, interpersonal communication, talent management, knowledge management, and information technology. Research Design Data and Methodology: This research uses a quantitative approach, focusing on manufacturing companies located in Surabaya as the main object, involving twenty manufacturing companies as research targets, and 10 employees in each company. The sample selection process was carried out through the application of random sampling techniques. The analysis in this research uses the multiple linear regression method and uses SPSS version 26 software. Results: Distribution of six major factors used in this research are related to each other and contribute significantly to overall organizational effectiveness. Conclusion: Organizations that can combine the distribution of a positive culture, prioritize employee satisfaction, encourage effective communication, manage talent and knowledge efficiently, and utilize information technology wisely will have greater potential to achieve their goals and survive in the intensely competitive business environment.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• 품질경영학회지
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• 제34권4호
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

• 한국신뢰성학회지:신뢰성응용연구
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• 제11권1호
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• pp.59-81
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• 2011

Six Sigma has been disseminated into a variety of areas. It is believed that a stepwise understanding of Six Sigma's DMAIC is required for successes of unit projects. Meanwhile, infra-structure factors, such as leadership, organization, personnel management, educational system, etc., are also important to safely implant the Six Sigma into the whole enterprise and to thoroughly create the culture of innovation and enterprise. Careful analysis of those elements makes it possible to draw common connection between Project Management and the Six Sigma. This study drives the success elements for the successful adoption of the Six Sigma in the Korea Western Power Co., Ltd., of which management was evaluated as one of the tops based on the results of 2007 Management Innovation Assessment and arranges the similarity of like this factor and Enterprise Project Management. The results of this study are expected to provide a useful guideline for the adoption of the Six Sigma in whole company level.

• 한국공작기계학회논문집
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• 제15권5호
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• pp.65-71
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• 2006

This paper presents the robust design of gripper part for a high-speed LCD(Liquid Crystal Display) transfer system. In this paper, the $1^{st}$ DOE(Design of Experiment) is conducted to find out main-effect factors for the design of gripper part. Thirty-six analysis are performed using $ANSYS^{(R)}$ and their results are statistically analyzed using $MINITAB^{(R)}$, which shows that the factors, i.e., First-width, Second-width, Rec-width, and thickness of gripper part, are more important than other factors. The main effect plots shows that the maximum deflection and mass of gripper part are minimized by increasing First-width, Second-width, Rec-width and thickness. The $2^{nd}$ DOE is conducted to obtain RSM(Response Surface Method) equation. The CCD(Central Composite Design) technique with four factors is used. Optimum design is conducted using the RSM equation. Genetic algorithm is used for optimal design. Six sigma robust design is conducted to find out a guideline for control range of design parameter. To obtain six sigma level quality, the standard deviations of design parameters are shown to be controlled within 5% of average design value.

• 경영정보학연구
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• 제3권2호
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• pp.349-368
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• 2001

The purpose of this research is to investigate economic factors that determine characteristics of B2B e-Marketplaces. From a previous research work, we classify B2B e-Marketplaces into four forms: MRO Hubs, Catalogue Hubs, Yield Managers, and Exchanges. This classification is based upon "What businesses buy" and "How businesses buy." In an attempt to identify economic factors that determine e-Marketplace forms, we employ three economic factors: buyer/seller relationships, features of products traded, and characteristics of industries or markets. Through extensive literature reviews, we have selected six variables which can be used to explain reasons for different e-Marketplace forms: asset specificity and information asymmetry for the buyer/seller relationship, standardization and price variability for the product features, entry barrier and market volatility for the market characteristics. This research conducts six in-depth case studies to explain that "Why different forms of e-Marketplace emerge?" The research framework intends to provide link between e-Marketplace forms and six economic variables. Six case studies are based on interviews with CEO or team managers of e-Marketplace firms. This study has found six economic variables, explaining well reasons for different e-Marketplace forms. Research findings are summarized as propositions so that survey-type research can be conducted with a large number of samples in the future.

• 대한산업공학회지
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• 제32권4호
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• pp.279-290
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• 2006

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

• 품질경영학회지
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• 제31권1호
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• pp.123-131
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• 2003

This paper considers a six sigma project for reducing the defects rate of the welding process in manufacturing firms. The project follows a disciplined process of five macro phases. define, measure, analyze, improve and control(DMAIC). The need of customers is used to identify critical to quality(CTQ) of project. And a process map is used to identify process input factors of CTQ. Four key process input factors are selected by using an input factor evaluation of teams; an interval of welding, an abrasion, an electric current and a moving freely. DOE is utilized for finding the optimal process conditions of the three key process input factors. Another one key input factor improved to welding machine. The six sigma level of defects rate becomes a 2.01 from a 1.61 at the beginning of the project.

• 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.

• 대한한의학원전학회지
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• 제29권2호
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• pp.135-150
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• 2016

Objectives : KangHaiChengZhiLun (亢害承制論; If Excess Brings Harm, Lifing Qi (承氣) Restrains) was originally a theory that explained how the realms of nature remain in harmony and equilibrium. It later became an important theory for clinical trials of Traditional Chinese Medicine, explaining the physiological and pathological mechanism. Methods : The researcher considered all the annotations and the original text of SuWen(素問), LiuWeiZhiDaLun(六微旨大論) and theories of medical practitioners who applied KangHaiChengZhiLun(亢害承制論) to their clinical trials. Results & Conclusions : Wangbing (王氷) went with a theory that phenomena of Lifting Qi (承氣) take place in the realms of nature when Qi (氣) flourishes. In XinJiaoZheng(新校正), he wrote about two theories: one was that Six Kinds of Natural Factors (六氣) first work as the main Qi (本氣) but later bring about Lifting Qi. (終見下承之氣說); the other was that excessive Stagnation Qi (鬱氣) can be exploded and invite another accompanying Qi, Lifting Qi. (甚者兼其下承之氣說) Liuwansu (劉完素) had a theory that if Six Kinds of Natural Factors go disproportionately excessive, it becomes accompanied by imaginary Qi (假象) that conquers self. (反兼勝己之化說) $Wangl{\ddot{u}}$(王履) maintained that Lifting Qi usually works as a means to prevent Six Kinds of Natural Factors (六氣) from becoming rampant; but when Six Kinds of Natural Factors become overly excessive, Lifting Qi restrains them in order to maintain equilibrium. (防之與克勝說) Yutuan explained that since Excessive Qi (亢氣) does damage to the mother of Lifting Qi, Lifting Qi restrains Excessive Qi to protect Original Qi (元氣), its mother. (護救承者之元氣說) Gongtingxian was in favor of two theories: one argued that causes and symptoms of a disease differ from each other. (體用不同說); the other said that diseases are naturally cured if the patient finds out the time when Lifting Qi gains strength. (得承之時自愈說) Mashi (馬蒔) had a theory that Lifting Qi is generated when Six Kinds of Natural Factors are prosperous and reveals itself when its season comes. (極則生承氣 至本位著說) Zhangjiebin (張介賓) asserted that when Six Kinds of Natural Factors are thriving, Lifting Qi, as a restraining force, is generated to disperse the thriving natural factors and leads to a new one. (前之退而後之進說) Zhangqi (張琦)'s argument was that if Lifting Qi restrains the main Qi, a son of the main Qi is generated and every four season goes in harmony. (承氣制則生化說) Hemengyao (何夢瑤) had an argument that a son of the restrained Qi succeeds to its father and later achieves equilibrium by restraining Excessive Qi. (被克承父 制之平衡說).