• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.677-696
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• 2017

Purpose: This study suggests that Six Sigma MBB should be used as a key talent to lead the fourth industrial revolution era by training them with big data processing capability. Methods: Through the analysis between articles on the fourth industrial revolution and Six Sigma related papers, common competencies of data scientists and Six Sigma MBBs were identified and the big data analysis capabilities needed for Six Sigma MBB were derived. Then, training was conducted to improve the big data analysis capabilities so that Six Sigma MBB is able to design algorithms required in the fourth industrial revolution era. Results: Six Sigma MBBs, equipped with the knowledge in field site improvement and basic statistics, were provided with 40 hours of big data analysis training and then were made to design a big data algorithm. Positive results were obtained after applying a AI algorithm which could forecast process defects in a field site. Conclusion: Six Sigma MBB equipped with big data capability will make the best talent for the fourth industrial revolution era. A Six Sigma MBB has an excellent capability for improving field sites. Utilizing the competencies of MBB can be a key to success in the fourth industrial revolution. We hope that the results of this study will be shared with many companies and many more improved case studies will arise in the future as a result of this study.

• Journal of Applied Reliability
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• v.11 no.1
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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.

• Journal of Korean Society for Quality Management
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• v.34 no.4
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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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.539-544
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• 2006

This study has been attempted to find that factors for successful six-sigma implementation influence non-financial performance & financial performance in korean finance industry. In addition, goal of this study is to find out core factor in korean finance industry. To achieve the aim of this study, a document study and interview and an empirical analysis were performed. The collected questionnaires for the empirical analysis were processed statistically through data cording. Cronbach'a was conducted to get the construct reliability. To identify which factors for successful six-sigma implementation influence performances of six-sigma implementation, factor analysis was conducted to get the construct validity. After factor analysis, multiple regressions were utilized to identify the core factors (or factors for successful six-sigma implementation). The result of the study that has been derived through this process is summarized below. Firstly, by analyzing the effect factors for successful six-sigma implementation has on non-financial performance of finance industry, it shows that Process-integration & standardization variable has influenced. Secondly, by analyzing the effect factors for successful six-sigma implementation has on financial performance of finance industry, it shows that 'Process-integration & standardization' variables and 'Customer & Market mind' variables have influenced. The results of this study show that 'Process-integration & standardization' and 'Customer & Market mind' are core factors to influence non-financial performance & financial performance in korean finance industry

• Asia pacific journal of information systems
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• v.16 no.3
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• pp.117-142
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• 2006

The purposes of this paper are to find out the characteristics of organizational members' cognitive structure for the effective acceptance of a six sigma innovative method in the organization. The author hypothesized the characteristics of individual cognitive structure is one of the most important factors on the acceptance of a six sigma method in the organizations for verifying through literature reviews, in-depth interviews and an analysis of questionnaire. This study is the first trial to corroborate the influence of characteristics of individual cognitive structure on the acceptance of a six sigma method. This can be utilized as an integrated appraisal model for the evaluation of acceptance of a six sigma method. The result not only helps the organizations that a six sigma method was recently introduced, to decrease the trial-and-errors experienced by the preceding groups, but can be used as fundamental data to establish an concrete strategy of a six sigma acceptance.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.39-56
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• 2008

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.119-127
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• 2008

In this paper, we survey Six Sigma in Korea company real fields. Six Sigma itself are developed depend on each company culture and strategy. Our country has been more than 10 years since introduced Six Sigma in our country. Each company which work six Sigma are developed differ way depending on his company situation. Our country Six Sigma in our country is necessary to survey and analysis. Firstly, we survey how to use Six Sigma. Next, we survey to find success factor and failure factor by reports published by company and papers by published in journals.

• IE interfaces
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• v.15 no.4
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• pp.409-425
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• 2002

This case study provides a market analysis methodology for overseas markets by applying statistical tools and the Six Sigma approach. The study suggests a procedure with seven steps to improve brands position in the market. These steps consist of interviewing consumers and floor salesmen of stores, surveying, analysis of correlation between brand position and customers satisfaction, analysis of relationship with companies and customer satisfaction factors, analysis of the customer satisfaction gap between companies, evaluating the importance of customer satisfaction factors, and suggestion for enhancement of brand position. The Six Sigma approach such as "Define", "Measure" and "Analyze" is used in this procedure, which is part of Six Sigma procedure, D-M-A-I-C (Define, Measure, Analyze, Improve, Control). Minitab and SAS are used for the statistical analysis.

• International Journal of Quality Innovation
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• v.6 no.3
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• pp.121-131
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• 2005

Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma-consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an example, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

• Electronics and Telecommunications Trends
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• v.22 no.2 s.104
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• pp.92-101
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• 2007

Lean six sigma는 six sigma에 lean 개념을 접목시켜, 부가가치를 창출하지 못하는 프로세스 단계를 먼저 제거하여 프로세스 속도나 사이클 타임을 향상시키는 프로세스개선 방법론을 의미한다. Six sigma의 최우선 목표가 품질 개선이라면 lean은 생산 공정의 낭비제거에 초점이 맞춰져 있다. 그러나 quality와 함께 speed, cost를 고려하지 않는다면 프로세스의 속도나 투자자본의 감소를 개선하기 어려울 것이다. Lean six sigma는 lean의 속도와 six sigma의 무결점, 이 두 가지에 집중하여 원치 않는 복잡성을 제거하고 고객에게 집중하고 무결점 서비스를 제공하는 것이다. 본 연구에서는 우편물류에 lean six sigma를 적용한 프로세스 개선 방법론을 제시한다.