• 한국산업정보학회논문지
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• 제10권4호
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• pp.120-127
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• 2005

본 논문에서는 현재 강원도 중소기업들이 기업경쟁력을 높이기 위해 실시하고있는 품질경영 방안에 대해 연구하였다. 연구결과 강원도에 위치한 중소기업에서 실시하고있는 활동은 고객 중심의 품질경영과 자동화, 신기술, 공정개선을 위한 활동 및 ISO 9000인증 획득에 많은 관심을 갖고 있으며, 다음으로 5S에 의한 공장합리화${\cdot}$제안제도에도 관심을 두고 있는 것으로 나타났다. 본 연구 대상인 기업은 고객 만족을 위한 제품/서비스를 제공함으로써 경쟁회사보다 시장성 우위를 확보하고, 가격경쟁력을 확보하려 노력하고 있는 것으로 분석되었다.

• 품질경영학회지
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• 제40권2호
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• pp.166-175
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• 2012

Enterprises are continuously trying management innovation activities for survival. Among representative management innovation activities in domestic manufacture enterprise, which are TPS, 6 sigma, Lean 6 sigma etc. Many enterprises through these reform activity have gotten good result. However, these techniques have merits and demerits according to circumstance of enterprise. Specially, there are a lot of difficulties in medium and small size enterprises. In this research, We introduce Lean-SMAIS Method for medium and small size enterprises that is consists of the merit of lean 6 sigma and software(which is called ProEye). We prove Lean-SMAIS method is useful by applying medium and small size enterprise A company.

• 산업경영시스템학회지
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• 제31권1호
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• pp.59-65
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• 2008

Manufacturing Execution System (MES) is a system that companies can use to measure and control critical production activities. This paper shows case study of implementation of MES (Manufacturing Execution System) and its methodology in a medium sized production company. This study focused on two important things in MES implementation. First, it provides critical success factors (CSFs) and construction method for success of MES implementation. Second, it presents guidelines for MES implementation in small and medium-size company. Some of the benefits with regards to MES implementation and its results are introduced in the end of this paper.

• 시스템엔지니어링학술지
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• 제18권1호
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• pp.58-65
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• 2022

An application case of systems engineering (SE) processes for the small unmanned aerial vehicle (UAV) development project, which was funded by the Korean government during June 2017 ~ August 2020, is briefly presented in this paper. From the beginning to the end of the project, SE processes had been applied and managed by simple and intuitive aspects for the small/medium business companies joined with insufficient experiences of SE. And the specific considerations of the processes were focused to the missions of disaster and public safety purposes required from the government, such as identification, patrol, fire, rescue, etc. As a result, the project applied by the tailored SE processes had been rated of a good and higher accomplishment on the final evaluation, and then the related several programs were prepared successively for the other opportunities.

• International Journal of Quality Innovation
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• 제7권2호
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• pp.19-49
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• 2006

Due to the globoal economic effect, Taiwan's small and medium-sized enterprise (SME) is much threatened by China. Since remarkable advances have being made in information technology, taking competition advantage for an enterprise has become a very important issue when facing rigorous global competition. However, the business of the enterprise starts with finding the customers' demands, and ends with fulfilling customers' demands. Therefore, in order to increase competition advantage for SME, the customer management must be effectively strengthened, especially by increasing customer satisfaction and maintaining good relationship with the customer. This is the key for an enterprise leading to success. The purpose of this study is aiming to discussing the relational analysis between customer and SME by viewing the four aspects of customer relationship management (CRM), which are relation marketing, customer service, customer value, and customer satisfaction. Moreover, this research will perform an empirical analysis on CRM for a typical small and medium-sized company so as to grasp its real definition and enterprises' demands. The conclusions will be drawn from our literature survey and practical experience as well as site investigation. Recommendations are evolved from discussing the interaction between customers and enterprises in improving their constructing factors and increasing benefits and values.

• International Journal of Quality Innovation
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• 제8권1호
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• pp.99-119
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• 2007

This research probes into the execution of small and medium-sized enterprises' value creativities by a difference analysis with different classifications, different capital, different turnover, different employees, and different established years. This study develop a questionnaire about value creativity with five dimensions and thirty-five items according to "Valuation" by McKinsey and Company, Inc. and Copeland et al., such as: "Aspiration and target," "Portfolio management," "Organization design," "Process management," and "Business and individual performance management." The results are as follows: (1) Most small and medium-sized enterprises (SMEs) have executed value creativities; (2) There is a difference in the execution of value creativities between the livelihood industry and the chemical industry; the execution of value creativities by livelihood industry is better than the chemical industry; (3) For value creativities of the execution of different capital and turnover for SMEs, bigger entities are better than smaller ones; (4) For the value creativities of the execution of different numbers of staff in SMEs, those with more staff are better than those with fewer staff; (5) For the value creativities of the execution of different established years for SMEs, those established longer are better than those established shorter.

• 대한안전경영과학회지
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• 제10권2호
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• pp.133-141
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• 2008

The need for total enterprise management that covers from accepting orders, design, cost, procurement, manufacture, and delivery has been recently raised in order for efficient project management of small and medium size plant construction enterprises. This trend is reflected in the introduction of EPM(Enterprise Project Management) solutions by some shipbuilding enterprises and large construction corporations. In step with the trend, small and medium size plant construction enterprises are enabled to provide knowledge base in terms of reducing cost and production period and managing portfolio for accepting orders and attaining contract by inducing customized EPM This study presents a design of customized EPM based on a case study of a company. It exhibits a collaborative/collaboration resource-supply model which can be universally applied to small and medium size job-order production enterprises. The research discusses that under the assumption that information is shared internally between departments on planning, supply, manufacture, and quality control in order to create collaborative environment and close participation is created externally between suppliers and orderers, productivity can be improved in cost reduction through planning efficient collaborative supply model.

• 융합경영연구
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• 제10권2호
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• pp.1-13
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• 2022

Purpose: The findings are expected to be used as basic data for policy establishment for systematic support and upbringing of small and medium-sized suppliers through the current status and characteristics of the industrial structure of the MRO consumable materials industry as a whole and the market trend. Research design, data, and methodology: This survey is conducted in 2019 mainly for companies that operate consumable materials delivery business, and the survey size is about 25,000 in advance (selected) and about 2,000 in the main survey. Using cluster analysis and multidimensional scaling, we derive the visualization of the homogeneous grouping of cases and the relationship structure between them. Results: Based on the attributes of reason for not having an online trading system, it is classified into three and four clusters for industry and company size, respectively, and the feature and pattern of each individual can be are relatively evaluated and visualized. Conclusions: Small and medium-sized consumable material suppliers specialize in products rather than fierce pricing strategies or external expansion strategies and it is more effective to establish a plan to promote the growth of both large and small enterprises through cooperation with large corporations.

• 대한산업공학회지
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• 제32권4호
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• pp.291-297
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• 2006

Since the six sigma strategy was first introduced to Korean enterprises in 1997, it has been taken as an important business strategy to strengthen the competitiveness of major Korean companies under the global competitive environment. These major companies also demand their suppliers to implement six sigma. But small and medium sized companies have several barriers to overcome for successful implementation of six sigma. First, the financial status is not so sound to support initial expenses for launching six sigma. Second, physical and human resources are not sufficient for driving six sigma. And finally, the infrastructure is not well established to manage and support the six sigma program. In this paper, we suggest a method to overcome these barriers and propose a model for establishing six sigma in a small and medium sized company. We also provide some practical case studies.

• 대한안전경영과학회지
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• 제10권3호
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• pp.155-166
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• 2008

Advanced countries worldwide lead government leading management innovation by suggesting unique managing system which can be survived in global economy war including JQA of Japan and EFQM of Europe based basically on MBNQA of U.S.A. and by rewarding to suitable companies. Mckinsey, global management and consulting company points out that Korea has no management because Korean productivity level which dependence to small and medium sized companies is high by the limitation of elemental invests leading type growth strategy including labor and capital is only 1/2 of U.S.A. and 2/3 of Japan. In particular, the competitive power of Korean small and medium sized companies goes into a recession by productivity lowering according to the chinese follow-up, laboring time shortening, variety and aging, and fundamental management innovation activities for reinforcing survival and competitive power are needed. Therefore, in this study, we try to construct the model of productivity managing system of innovation type small and medium sized companies which make excellent results.