• Journal of Korean Society for Quality Management
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• v.43 no.1
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• pp.1-10
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• 2015

Purpose: It can be said that the 21st century is the age of creativity. However creativity has been relatively less considered in comparison with control and continuous improvement in quality management. How to incorporate creativity into quality management is treated in this paper. Methods: The opposing characteristics of quality and creativity are examined, and the possible outcomes resulted from the conflict are reviewed. Previous researches on managing evolutionary and revolutionary changes are also examined. Results: Quality and creativity require each other although they have incompatible characteristics, and can be incorporated into the innovation cycle. Conclusion: Creative thinking tools such as SIT should be included in the quality training and education for the effective operation of the innovation cycle.

• Hwankyungkyoyuk
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• v.6 no.1
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• pp.133-137
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• 1994

The main step for many multinational corporations when initiating an environmental management system is the formulation and implementation of an environmental audits aimed at identifying environmental problems requiring remedial action. Environmental management systems such as BS 7750 and the Eco-Management and Audit Scheme offer an opportunity to enhance environmental performance and assess the quality of management system is the availability of inhouse environmental expertise, which can be provided through training programmers.

• Journal of Technology Innovation
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• v.5 no.2
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• pp.178-206
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• 1997

This study is concerned with the importance of TQM factors, and their characteristics on quality management. Key aspects of management commitment and ploicy, quality department and communication, equipment and material management, training, and employee relations etc. in TQM measurement, their theoretical background and employee perception about their importance intensively are investigated. In the importance of TQM, quality department and communication, quality and reporting, and rpoduction process management appeared to have a low rating while management commitment and quality policy, internal customer and supplier have a comparatively high value. And some perception for these factor showed difference between production and non-production department; internal customer and supplier, production process management, and employee relation.

• Journal of Construction Engineering and Project Management
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• v.3 no.3
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• pp.42-48
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• 2013

Construction industry is considered as the most hazardous industry due to its unique nature. Safety and quality management are essential to control hazards and improve success in project implementation. This paper focuses on evaluating the crucial factors influencing safety and quality management in construction projects. In order to achieve this, the qualitative and quantitative approaches were used for data collection. The findings of this study reveal the crucial safety factors as management commitment, safety awareness of top management practices/ procedures/ reviews, and errors in judgement or carelessness. Project supervision, employee involvement/ altitude, and expertise knowledge/ training were considered as the crucial quality factors influencing safety and quality management. The study shows that safety and quality issues cannot be overlooked therefore proper implementation is paramount to achieve project success.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.121-131
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• 2010

Technological innovation depends on the quality of workers, whose ability is the key component to raise business competitiveness. Our study evaluates how satisfactory is the training of workers at small and medium sized firms, and suggest how to improve upon it. We show the theoretical framework for the relation between customer satisfaction and their behavioral intent on the one side, and factors of training service quality. Our result show: (1) Factors affecting customer satisfaction are, in descending order of importance, expertise, policy, follow-up service, attitude and behavior, and convenience. (2) Contrary to established views on the service quality, satisfaction for training would not be the prerequisite variable for intent to act, in case of training service quality. (3) Satisfaction level for training depends on the type of organization in charge of training (government, university, or private sector.) It also varied among different types of business (L-type, A-type, and J-type.) Small and medium sized firms find it difficult to commit to training education due to lack of money and manpower. The recent expansion of free training service would address part of this problem. On the other hand, the outfit in charge of training could boost service quality by customizing their training program to the type of business they cater to.

• Journal of Korean Society for Quality Management
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• v.30 no.4
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• pp.15-25
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• 2002

This paper considers supplier selection process for e-business & ISO 9001 quality management system environments. Determining suitable suppliers in the electronic commerce has become a key strategic consideration. However, the nature of these decisions is usually complex and unstructured. In this paper, a Quality Estimated Supplier Selection (QESS) model is proposed to deal with the supplier selection problems in the e-business(Business to Business: B to B). In the supplier selection, quality management factors will be considered for the first time, and then price, and delivery etc. In the first level, we deal with the quality management factors such as quality management audit, product test, engineering man-power, capability index and training time etc., based on the five point scale. In the second level, a QESS model determines the final solution by considering factors such as price, production lead-time and delivery time.

• International Journal of Quality Innovation
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• v.4 no.1
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• pp.131-147
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• 2003

This paper considers that a public department under specialized TQM manpower constraints have to implement multiple total quality management (TQM) policies to promote its service performance (fundamental goal) by adopting a centralized sequential advancement strategy (CSAS). Under CSAS, the decision-makers (DMs) start off by focusing specialized TQM manpower on a single policy, then transfer the specialized TQM manpower to the next policy when the first policy reaches the predetermined implementation time limit (in terms of education and training). Suppose that each TQM policy has a different desirous education and training goal. When the desirous goals for all TQM policies are achieved, we say that the fundamental goal will be satisfied. Within the limitation of total implementation period of time for all policies, assume the desirous goals for all TQM policies cannot be achieved completely. Under this premise, the optimal implementation sequence for all TQM policies must be calculated to maximize the weighted achievement of the desirous goal. We call this optimization problem a TQM case of "centralized sequential decision-making problem (CSDMP)". The achievement of the desirous goal for each TQM policy is usually affected by the experience in prior implemented policies, which makes solving CSDMP quite difficult. As a result, this paper introduces the concepts of sequential effectiveness and path effectiveness. The structural properties are then studied to propose theoretical methods for solving CSDMP. Finally, a numerical example is proposed to demonstrate CSDMP′s usability.

• The Korean Journal of Health Service Management
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• v.8 no.1
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• pp.175-189
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• 2014

The purpose of this study is to identify the present state of training system for mental health professionals. There are some topics which must be improved in the training system, like as reinforcement of qualification of the trainers, introduction of assessment system of the training, and other the quality improvement measures for the training system. Finally, the speciality and capability of mental health professionals will be promoted by supplements of the problematic matters and these efforts will be directly helpful to the people who has mental illnesses.

• Industrial Engineering and Management Systems
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• v.10 no.3
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• pp.209-220
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• 2011

Self-tapping screws have some operational peculiarities. In spite of their economical advantage that requires no prior tapping operation, a weakness of self-tapping screw-tightening operations is that screws can easily be tightened at a non-right angle, thus resulting in an improper tightening strength. Increases in outsourced workers have reduced labor costs, but the accompanying high worker fluidity means that new workers are more frequently introduced into factories. It is necessary to train new workers for self-tapping screw-tightening operations, which occupies a considerable portion of ordinary assembly works. The purpose of this study is to develop and implement a skill transfer system for the operation. This study (1) proposes a set of characteristic values for evaluating the quality of the operation and develops a device that can measure these values; (2) proposes criteria for evaluating the resultant quality of the tightening; and (3) develops a skill training system for better work performance. Firstly, sets of characteristic values for evaluating the quality of the operation, namely, torque, vertical pressure forces and horizontal vibration forces, are proposed. A device that can measure these values is developed. Secondly, criteria for evaluating the resultant quality of the tightening are identified, involving tightening torque, maximum vertical pressure and timing, vibration area during the processing and tightening period, and work angle. By using such parameters, workers with the proper aptitude can be identified. Thirdly, a skill training system for the operation is developed. It consists of screwdriver operation training and screw-tightening training with feedback information about the results of the operation. Finally, the validity of the training system is experimentally verified using new operators and actual workers.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.29 no.4
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• pp.603-609
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• 2019

Objectives: This case report aims to contribute to the enhancement of training quality for occupational accident prevention by conducting surveys on customers' satisfaction with the training course management by the Occupational Safety and Health Training Institute (OSHTI) of KOSHA. Methods: Surveys were conducted through phone calls, customer service documents, and questionnaires from January 1, 2018 to December 31, 2018. Results: The surveys showed an answer rate of 97.36% and handling rate of 97.47% in 2018, an increase of 1.15% compared to 2017. The number of monthly inbound calls in 2018 was 5,902, rising 0.10% year-on-year, and the average inbound calls per day in 2018 was 289, a decline from 291 the year before. The number of provisions of customer service in 2018 was 68,952, increasing 1.89% year-on-year. The number of inquiries on the training curriculum was 58,744 in 2018, an increase of 3.98% compared to the 56,498 recorded in 2017. Inquiries on job training centers were the most common, numbering 27,114 (39.32%), followed by e-learning 18,470 (26.79%) and expert courses 13,160 (19.09%). Of the 149 answers to the customer service survey, 'Nothing to complain about' accounted for 86 (56.72%) and 'Diversifying training time and programs' numbered 22 (14.77%). Conclusions: Customer satisfaction in 2018 increased compared to that in 2017. However, there is a need to reflect the demands of customers for diversifying training time and programs, offer practice-centered training, and collect opinions on providing information in order to maintain high quality training course management.