• 제어로봇시스템학회:학술대회논문집
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• 2003.10a
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• pp.113-117
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• 2003

The digital systems include the noise in power supply, ground and packaging due to a simultaneous switching of signal, signal reflections and distortions on single and multiple transmission lines. The requirement for the controlled impedance on a PCB can be both a critical success factor and a design challenge. So, the invented tool simulates the tracks controlled impedance with the test coupon. It can saves the design time and supports the economical PCB design.

• Korean Journal of Construction Engineering and Management
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• v.24 no.2
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• pp.24-36
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• 2023

OSC is drawing attention to supplement limitations such as productivity problems and on-site safety and quality problems of existing on-site labor-oriented construction production methods. In order to activate the introduction and use of OSC in the domestic construction market, it is important to innovate the technology applied to each stage of OSC process (design and engineering, factory manufacturing, site assembly, and maintenance), but it is also necessary to develop a project management method suitable for OSC method. However, research related to OSC currently being conducted in Korea is mainly in terms of related technology development, and research on deriving project management measures for the success of OSC projects is insufficient. Therefore, it is time for research on deriving a project management plan based on the core success factors of the OSC project. Therefore, by conducting importance-performance analysis on 69 OSC critical success factors derived from the previous study, the study was conducted to derive key improvement factors for OSC introduction and utilization improvement and to provide implications for this. The results of this study are expected to have useful implications for the R&D planning and policy-making process for OSC activation in the future.

• The korean journal of orthodontics
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• v.46 no.2
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• pp.111-126
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• 2016

Objective: To systematically review previous studies and to assess, via a subgroup meta-analysis, the combined odds ratio (OR) of prognostic factors affecting the success of miniscrew implants (MIs) inserted into the buccal posterior region. Methods: Three electronic searches that were limited to articles on clinical human studies using MIs that were published in English prior to March 2015 were conducted. The outcome measure was the success of MIs. Patient factors included age, sex, and jaw of insertion (maxilla vs. mandible), while the MI factors included length and diameter. A meta-analysis was performed on 17 individual studies. The quality of each study was assessed for non-randomized studies and quantified using the Newcastle-Ottawa Scale. The meta-analysis outcome was a combined OR. Subgroup and sensitivity analyses based on the study design, study quality, and sample size of miniscrews implanted were performed. Results: Significantly higher success rates were revealed for MIs inserted in the maxilla, for patients ${\geq}20$ years of age, and for long MIs (${\geq}8mm$) and MIs with a large diameter (> 1.4 mm). All subgroups acquired homogeneity, and the combined OR of the prospective studies (OR, 3.67; 95% confidence interval [CI], 2.10-6.44) was significantly higher in the maxilla than that in the retrospective studies (OR, 2.10; 95% CI, 1.60-2.74). Conclusions: When a treatment plan is made, these risk factors, i.e. jaw of insertion, age, MI length, and MI diameter, should be taken into account, while sex is not critical to the success of MIs.

• The Journal of Information Systems
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• v.20 no.4
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• pp.49-72
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• 2011

Business Process Change(BPC) is regarded as a salient factor to improve an organizations' efficiency in the current fast-changing business environment. Despite the tremendous popularity and great potential, the field of BPC adoption is littered with remarkable failures. Consequently, there have been many studies that have tried to identify the environmental factors that lead to successful BPC. However, most of them have not considered the effect of the interaction between the environmental factors on BPC success. According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the type of BPC and the organization's culture on the success of BPC. Organization's cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether the organization adopts the improvement project which accompanies only small changes or it adopts the innovation project which leads to critical changes. Thus, we analyzed the effect of the fit between the organization's culture and its BPC type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing innovation project and the organization having homogeneous culture practicing the improvement project resulted in the excellent BPC success.

• Journal of the Korea Society of Computer and Information
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• v.22 no.2
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• pp.111-117
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• 2017

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• Journal of Service Research and Studies
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• v.10 no.1
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• pp.69-83
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• 2020

The purposes of this study is to identify the critical success factors for the 4th industrial revolution through literature review and to empirically evaluate the validity of these factors through questionnaires from executives engaging in the industries of the 4th industrial revolution. Literature review identifies leadership, change management, top management support, strategic fit, training, empowerment, teamwork, organizational culture, communication, and project management as ten critical success factors, Questionnaires were administered to CIOs and CEOs in the industries belong to the 4th industrial revolution. Response rate was 64.4% which shows quite high participation. Respondents rated strategic fit as the most important factor, followed by top management support, leadership, change management, project management, teamwork, communication, training, organizational culture, and empowerment. To successfully pursue the 4th industrial revolution, the followings are recommended. (1) detailed and refined execution strategy, (2) establishment of effective network among government, public companies, research institutes, universities, and industries, (3) strategic and long-term plan, (4) differentiated execution strategy from other countries and global cooperation system.

• International Commerce and Information Review
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• v.9 no.2
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• pp.19-40
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• 2007

In recent, T-commerce is widely dispersed as alternative type of commerce. It is forecasted that t-commerce system is used more than e-commerce system. Therefore more and more t-commerce-related industries are also recognizing that t-commerce is a critical business model. It is needed to understand the concept of t-commerce and develop the t-commerce marketing strategy. CEO analyses consumer's behaviors according to the data about buyers and applies the advantage of t-commerce to the communication with customers. This t-commerce system plays an important role in maximizing customer satisfaction and affecting their intention to reuse it. Therefore this paper attempts to identify T-commerce critical success factors and divide between use-intention group and unuse-intention group by taking out a discriminant function by the discriminant analysis. This lays a foundation in developing T-commerce strategy. According to the discriminant function extracted, convenience factor, amusement factor, system quality factor, product perception factor are significant in the sequence of influential degree. However, usefulness factor and speedy connection factor are not significant. In result, the target hitting rate is 77.9% in the first unuse-intention group and it is 95.2% in the second use-intention group. The total discriminant target hitting rate is computed to higher value, 86.55%. The statistic package, SPSS 12.0, is used to survey and analyse data and test the hypothesis. The validity and reliability of variables are verified by both reliability analysis and factor analysis. The discriminant analysis is used to tell the difference between use-intention group and unuse-intention group.

• Knowledge Management Research
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• v.9 no.1
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• pp.23-38
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• 2008

This study develops a framework and instruments to diagnose the current knowledge management(KM) status of an organization and to suggest future KM implementation directions. Based on the comprehensive review of KM literature and KM case studies, we derive three main aspects(strategic, social and technical aspect) and seven critical factors(KM strategy, knowledge worker, organizational strucuture, organizational culture, KM processe, organizational knowledge, and information technology) for the successful KM implementation. The instruments developed in this study include every specific measurement items of each critical success factor, which are expected to help not only suggest a context-sensitive KM strategy but also evaluate current KM status of a designated organization. By introducing two dimensions of KM evaluation(effectiveness and necessity), a more holistic and contingent view of KM can be assured. Academic contributions as well as practical implications are discussed. Study limitations and future research directions are also provided.

• Industrial Engineering and Management Systems
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• v.2 no.1
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• pp.45-54
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• 2003

Enterprise Resource Planning(ERP) systems offer pervasive business functionality the applications encompass virtually all aspects of the business. Understanding and managing this pervasiveness will result in a successful and productive business application platform. Because of this pervasiveness, implementations have ranged from great successes to complete failures. This article has two distinctive parts. The first proposes and discusses a systematic process based on consulting experiences of LG CNS (leading information system company in Korea) for ERP selection. Also, the second provides the key factors that are critical to the successful implementation of ERP. The second part reports the results of a study carried out to assess a number of different ERP implementations in different organizations. A case study method of investigation was used, and the experiences of five Korean manufacturing companies were documented. The critical factors in the adoption of ERP are identified as: learning from the experiences of others, appointment of a process innovator, establishment of committees and project teams, training and technical support for the users, and appropriate changes to the organizational structure and managerial responsibilities.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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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.