• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2004년도 추계학술대회
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• pp.81-85
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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 TP(Thinking Process) of TOC(Theory of Constraints). 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.

• 품질경영학회지
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• 제35권2호
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• pp.84-98
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• 2007

Six Sigma advocates rigorous application of quality management tool. Using Six Sigma program provides a mechanism for service organization to achieve organization's goal and customer satisfaction. A model on Six sigma in service organization was developed and applied for the service organization. Questionnaire was developed, and data was collected and analyzed for this study. Conclusively, 6 sigma leadership is the important drivers to process management and customer relationship management. Process management and customer relationship management are significantly related to the job performance and customer satisfaction.

• 한국건설관리학회논문집
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• 제11권1호
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• pp.88-100
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• 2010

국내외적으로 기업 간 경쟁은 점점 심화되고 있으며, 경쟁에서 살아남기 위하여 경영혁신전략 방법 중 하나인 6시그마를 도입하는 기업들이 늘어나고 있다. 이런 추세에 맞추어 6시그마는 전략적인 측면과 방법론적인 측면 모두에서 끊임없는 변화를 거듭하고 있다. 그러나 6시그마의 초기 방법론의 선정부터 프로젝트 수행 과정에서 적용된 프로세스의 효과 검증 및 사후관리 체계가 미흡하며, 그 수행 절차가 복잡하고 번거로움이 있어 개선 대상 선정과 수행과정에 있어 다수 기업 내에서 부서 간 협조가 아직까지도 매우 미흡하다고 할 수 있다. 이런 문제점들을 해결하기 위해서는 6시그마가 기업 내 경영혁신의 중심에 있는 상황에서 전사 확산과 전 직원의 참여를 위하여 보다 쉽게 배우고 활용할 수 있는 방법론에 대한 연구의 가속화가 절실한 것으로 판단된다. 이에 본 연구에서는 건설실무 중 6시그마 DMAIC 방법론이 적용된 사례분석을 통해 Measure 단계에서는 잠재인자에 대한 낭비요인 규명방법의 적용을 실시하였으며, Improve단계에서는 기존의 불필요한 단계를 축소함으로써 보다 효율적인 6시그마 적용 프로세스를 개발하여 제시하고자 하였다. 이를 적용한 사례 분석 결과 Measure 단계에서는 낭비요인을 통한 잠재인자 도출이 가능했으며, Improve 단계에서는 같은 결과 값을 유지하면서 기존 프로세스보다 단축된 단계로 개선프로세스의 수행이 가능하였다. 이때 Improve 단계의 축소는 6시그마 프로젝트의 개선효과에는 별다른 영향을 주지 않기 때문에 실제로 6시그마 프로젝트 수행 속도가 매우 향상 될 수 있을 것으로 기대된다.

• 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.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.157-163
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• 2006

There are big differences in six sigma applications between manufacturing processes and transactional processes. This paper analyzes the differences between two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma cases, a step-by-step checklist is developed based on 12-step DMAIC methodology proposed by US six sigma academy. On the basis of those characterized data, the differences between two areas are analyzed. The most significant differences is that statistical tools are widely used in manufacturing processes, but qualitative tools are used in transactional processes during improvement phase.

• Journal of the Korean Data and Information Science Society
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• 제19권1호
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• pp.53-69
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• 2008

Six Sigma is a proven management philosophy that can be employed to improve productivity dramatically in various fields of industries. However some companies where Six Sigma is adopted confront stagnancy due to many kinds of causes of impediment. In this paper, the causes of stagnancy in the diverse stages of Six Sigma implementation are studied. Moreover in this paper results of such causes are also discussed.

• 품질경영학회지
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• 제33권2호
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• pp.22-31
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• 2005

Currently the problem of how to effectively integrate between six sigma and quality control circle is a matter of concern in the korea's manufacturing companies. In this paper we try to find the reasonable organizational alternatives and problem solving procedure by related literature surveying and empirical study. And we ascertain whether it is significant by conducting a survey on 51 six sigma consultants and black belts.

• 품질경영학회지
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• 제27권1호
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• pp.223-231
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• 1999

The concept of six sigma was introduced at and popularized by Motorola in its quest to reduce defects of manufactured electronics products. When used as a metric, six sigma technically means having no more than 3.4 defects per million opportunities in any process, product, or service. More important than the technical definition is the concept of six sigma as a disciplined, quantitative approach for improvement of defined metrics in manufacturing, service, or financial processes. This approach derives the overall process of selecting the right projects based on their potential to improve performance metrics and selecting and training the right people to get the business results.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2002년도 학술대회지
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• pp.311-315
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• 2002

최근 새로이 대두되고 있는 신 경영혁신 전략인 6시그마 경영은 이미 제조업이나 서비스업 등에서 큰 성과를 보이고 있으며 세계적으로 경영혁신 전략의 표본으로 널리 확산되고 있다. 하지만, 건설산업의 경우 이러한 경영기법을 적용한 사례가 많지 않으며 이미 적용되었던 경영기법조차 그 성과가 미미한 실정이다. 이에 본 연구에서는 6시그마에 대한 이론적인 고찰과 아울러 그 적용요건을 살펴보고 신 품질관리기법으로 건설산업에 접목되었을 때의 문제점을 파악하여 구체적이며 실제적인 6시그마 적용절차 및 방법론을 제시하고자 한다. 본 연구 결과는 건설산업의 6시그마 경영의 도입에 기초적인 연구로서 활용될 것이다.

• International Journal of Quality Innovation
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• 제9권1호
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• pp.94-102
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• 2008

When facing the global severe competition, the enterprises all try their best to upgrade the quality, reduce the costs to reach the goal of customer satisfaction. Motorola was the earliest firm creating the term Six Sigma (6 ${\sigma}$); GE was the enterprise successfully fulfilling Six Sigma. The success of these two firms revealed the prominent effects and became the world-class model enterprises. The main purpose of promoting Six Sigma activity was to reduce the possible defects in the business process to the least through designing and monitoring business process in order to reach the goals such as the best quality and efficiency, the lowest costs, the shortest circular process time, maximum profits and customer satisfaction. This research used the Six Sigma technique to improve the business process of ceramics manufacturing plant and find out the major factors of slower core task time by the analytical process of Process Mapping, Pareto Chart, Simu18 simulation software and figures and proposed the improvement measures. Through the confirmation of the case companies, it successfully reduced the core process time and the organizational costs and increased the capacity.