• Journal of Korean Society of Industrial and Systems Engineering
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• v.30 no.4
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• pp.78-84
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• 2007

After 6 Sigma administration is introduced in domestic in 1997, many corporations are utilizing by survival strategy and method of administration reform. This is applied in all field that this led to R&D from service industry by the next. Success factors by each field was studied and announced applying in various types of business. The Korail and Korea Post, the Ministry of Environment and various public corporation and governmen and municipal office are introduce and utilizing 6 Sigma administration by innovation method present. But, research about success factor that special quality of public sector is considered up to now was almost no. This treatise analyzed 6 Sigma' success factors and effect relation to public corporation.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.5
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• pp.527-536
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• 2018

This study examined the success factors of six sigma innovation in small- and medium-sized venture companies. The findings are summarized as follows. The importance of 20 items in a total of 4 factors showed that corporate vision was number one in the manager's support, followed by program composition, passionate support, high performance guarantee, and quality activity continuity. This suggests that all members can operate the program by the structured system with a sense of united goal under the company-offered vision as a community when the goal, idea or vision of six sigma activities are shared to members of the entire organization. In addition, high success can be achieved when supported by company-wide enthusiasm and high compensation for sharers' innovative efforts of six sigma at the same time. Small- and medium-sized venture companies should develop brisk six sigma activities of advanced precision parts in such an environment that the technology competition is becoming increasingly fierce. The six sigma movement should be developed as a niche strategy for small organizations with united vision sharing by company-wide operational commitment and high self-esteem for the organizational characteristics of small- and medium-sized venture companies run by key minority organizations and members.

• Journal of the Korea Safety Management & Science
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• v.12 no.2
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• pp.225-230
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• 2010

The purpose of the study was to apply and to expand the six sigma to reduce waiting times for computed tomography (CT) examination which manipulated by the department of radiology. It was preceded by DMAIC (Define, Measure, Analyze, Improve, and Control). In the stage of definition, it wereselected for total 5 critical to quality (CTQ), which were the kindness, the waiting time, the examination explanation, the waiting day and the waiting stand environment, that increased the reserved time of CT examination. In the stage of measurement, the number of examinations and of reservation waiting days performed and resulted in final CTQ(Y) which measured each 1.68 and 1.85 sigma. In the stage of analysis, the examination concentrated on morning time, non-scheduled examination of the day, the delayed time of booking, frequent telephone contacting and equipment malfunction were determined as variable key causes. In the stage of improvement, it were performed with expansion of the examination in the morning time, integration of laboratories that used to in each steps, developing the ability of simultaneous booking schedule for the multiple examinations, developing program of examination request, and the customer management team operations. For the control, the number of examinations and reserved waiting days were measured each 3.14 and 1.13 sigma.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.7 no.2
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• pp.224-230
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• 2006

As business competition gets together, there is much pressure on product development service organizations and manufacturing to become more productive and efficient. Product developers need to create innovative products in less time, even though the products may be very complex. To get this purpose, Six sigma methodology can be used. Six sigma is a strategic approach that works across all processes, all products, and all industries. The purpose of this paper is to develop the innovation strategy for shortening the lead time of the new product using six sigma method.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.574-578
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• 2005

The project objectives, called critical-to-quality (CTQs) in six sigma, should be defined to faithfully reflect the customer requirements. The identification of such a set of CTQs, which is currently done using brainstorming in practice, is a challenging task. Notwithstanding the rapid growth of the six sigma literature, development of a systematic procedure for identifying CTQs has scarcely been addressed. This paper proposes a systematic method for generating CTQ candidates based on the given voice of the customer in the DFSS/C (Design for Six Sigma / Commercial) context. By providing a step-by-step procedure, the proposed method ensures that all the important CTQ candidates are identified and subjective judgments are minimally required. Hence, the shortcomings associated with the existing practice based on brainstorming can be effectively overcome. The unique characteristics of the proposed method are also demonstrated via a case study.

• IE interfaces
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• v.17 no.3
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• pp.384-396
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• 2004

This paper is concerned with a six sigma green belt training program. Comparative studies of existing training programs for three major companies (Samsung Electronics Company, Hyundai Motor Company, and LG Chemical Ltd.) and two consulting firms (Korean Standards Association and Korea Management Association) are performed. Based on the comparative studies, a cyber green belt training program is developed. The training program, which is composed of 34 modules, follows a disciplined process of five macro phases: define, measure, analyze, improve, and control (DMAIC). This cyber training program is serviced in the homepage http://ise.chonbuk.ac.kr/∼sixsigma. It has been utilized as one semester subject of "Six Sigma Quality Management" in the department of industrial engineering. The advantage and disadvantage of this cyber training program are also discussed.

• Transactions of Materials Processing
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• v.14 no.9 s.81
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• pp.798-803
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• 2005

In this paper, the six sigma scheme together with the rigid-viscoplastic finite element method is employed to obtain the optimal metal flow lines of a hot forging according to the six sigma processes, i.e., five steps such as define, measure, analyze, improve and control. Each step is investigated in detail to meet customer's requirements through improvement of product quality. A forging simulator is used for analysis of the metal flow lines of the hot forging, manufactured by a hot press forging machine, under various conditions of major factors determined at each step. The analyzed results are examined in order to reveal the effects of major factors on the metal flow lines and the formed shapes. The effects are then used to find an optimal process and the optimal process with die is devised and tested. The comparison between the required metal flow lines and the experiments shows that the approach is effective for optimal process design in hot forging considering metal flow lines.

• Journal of Korean Society for Quality Management
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• v.38 no.3
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• pp.439-448
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• 2010

Since the six sigma strategy was first introduced to Motorola in 1987, it has been taken as an important business strategy to strengthen the competitiveness of leading companies in the global competitiveness environm ent. This paper presents a six sigma project to reduce the cycle time of assembly line in a medium size automotive part company. The project follows a structured methodology of DMAIC cycle which consists of Define, Measure, Analyze, Improve, and Control. A CTQ is determined based on COPQ analysis, and a process map is utilized for identifying process input variables. As a result of the project, two assembly lines are converted to cell line production lines. The cycle times become 55 sec./unit and 64 sec./unit from 64 sec./unit and 83 sec./unit at the beginning of the project, respectively.

• Journal of the Korea Safety Management & Science
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• v.9 no.4
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• pp.99-112
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• 2007

In most recent years, the business competition has spreads over all fields of corporations and their management area regardless of time and place, which makes the survival environment of each enterprise fiercer. In order to secure a high position in the competitive market, the various firms has implemented many methods related to price, quality, and service efficiency. However, the implementation with only low price or high quality might be helpless to hold a high position in modem market. Moreover more attention should be paid to the internal business processes of an organization. Therefore, a new and different method should be searched or developed in order to win the competitive power among other enterprises. This research will focus on the improvement of the business processes within the non-manufacturing industry by applying Lean Six Sigma methodology. DMAIC method will be applied to improve the inbound and outbound logistics processes, manage the inbound and outbound vehicles, and control the receiving and shipping activities.

• Industrial Engineering and Management Systems
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• v.11 no.4
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• pp.346-352
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• 2012

While systems engineering has been widely applied to complex system development, some evidences are reported about major budget and schedule overruns in systems engineering applied. On the other hand, many organizations have been deploying Design for Six Sigma (DFSS) to build Six Sigma momentums in the area of design and development for their products and processes. To explore the possibility of having a DFSS complement systems engineering process, this process reviews the systems engineering with their categories of effort and DFSS with its methodologies. A comparison of the systems engineering process and DFSS indicates that DFSS can be a complement to systems engineering for delivering higher quality products to customers faster at a lower cost. We suggest a simplified framework of systems engineering process, that is, PADOV which was derived from the generic systems engineering process which has been applied to the development of T-50 advanced supersonic trainer aircraft by Korea Aerospace Industries (KAI) with technical assistance of Lockheed Martin. We demonstrated that each phase of PADOV framework is comprehensively matched to the pertinent categories of systems engineering effort from various standards.