• Korean Management Science Review
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• v.24 no.1
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• pp.147-160
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• 2007

Six Sigma's concept has long been used as an effective way of restructuring the management process of a firm. In literature regarding Six Sigma, a number of successful cases were reported, where Six Sigma based management activities could enhance firm's strategic performance dramatically for year. However, there exist very few researches investigating the effect of Six Sigma on process innovation and quality improvement. Therefore this study propose a research model testing whether Six Sigma innovation could improve process innovation and quality improvement by industrial classification. We collected 332 valid questionnaires from expert in Six Sigma activities, and applied PLS. Empirical results showed that Six Sigma activities could contribute to process innovation and quality improvement.

• Journal of Korean Society for Quality Management
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• v.30 no.1
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• pp.61-73
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• 2002

The Quality Function Deployment(QFD) is a Quality Management technique to maximize customers' satisfaction by reflecting customer requirements into all business processes, including concept definition, product planning, parts planning, process planning, production planning, and sales planning. The basic concept of the QFD is to translate customers' requirements appropriately into engineering characteristics, into parts characteristics, into process characteristics, and into specific requirements and activities in production. In this study, we reviewed and analyzed the application process of the QFD to the development of A2 FATC (Full Automatic Temperature Controller), an automotive component developed and produced by company A. It has been reported that by applying the QFD to the development of A2 FATC, company A. achieved 34% improvement in control robustness quality characteristic, 27% improvement in deviation quality characteristic, and 30% improvement in overall quality characteristics.

• Journal of the Korea Safety Management & Science
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• v.14 no.1
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• pp.189-200
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• 2012

Many companies have endeavored to build a quality cost management system in order to be more productive business organization. This study shows the detail procedures of constructing a quality cost management system which is believed to be appropriate for their business system. That is, the method to calculate the quality cost and the linking logic between the quality improvement and its financial impact are explained based on a particular industry case. In this sense, the changes of business performance measures such as market share, customer satisfaction, etc. were analyzed in the longitudinal perspective for the consecutive 4 years (2003~2006). As the quantitative results of this study, the improvement activities based on the quality cost management system resulted in the 32% reduction of quality cost and the 121% increase of business profit, compared 2005 with 2006. In the qualitative perspective, the successive practice of quality cost reduction and the job information sharing in business unit were obtained by providing the best practices and bench-marking cases. Finally, the customer satisfaction has increased so that the customer-friendly management system has been accomplished. With these efforts, the 3.4% increase of the market share and the 3% increase of the customer satisfaction were obtained in 2005. As the future study, the current study can be extended to the concept of COPQ (cost of poor quality) which focuses on the hidden quality cost of the whole business activities. Such extension of analysis will help us understand the wider role of a quality cost management system in the business.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.4
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• pp.90-93
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• 2004

This paper is case study for ISO 9001/2000 quality management system certification of social welfare. We constructed quality management system for efficient operation for service quality improvement of welfare hall which is society welfare facilities. This paper evaluated operation actual conditions of "G" welfare hall which introduce and operates quality management system according to index of evaluate for society welfare hall and present improvement plan about effect and problem.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.582-587
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• 2007

ERP system is a good one because it provides required data to the Board of Directors at the right time, but needs to collect many data in this system. Nevertheless, increase in data leads to the system's quality deterioration which makes companies to carry out quality improvement. In order to solve quality deterioration problem, a company's quality improvement director must execute under acknowledgement of the relationships between sectors to be improved, which are DBMS, Application, System, Data Management, Archiving, and Reorganization. But in many cases, these relationships are ignored due to massive size of each of the sectors, resulting fragmental quality improvement operation. This case paper proposes a solution to effectively solve quality deterioration problem created by the massive data produced while operating ERP System(constructed by SAP package and web). First, it defines the sectors where quality improvements are vital, and lists out things to be considered. Then, by analysing the working process of these sectors, proposes the most efficient order of the improvement process. This case will eventually help the company's quality improvement director to execute quality improvement most effectively without trials and errors, which is this paper's ultimate goal.

• Information Systems Review
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• v.10 no.1
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• pp.91-113
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• 2008

Recently, as most functional business activities in an enterprise are supported by computerized information systems, data duplication and inconsistency among functional information systems become serious problems. It brings people to have many interests on data quality management. This paper presents a case study in which a company had improved their data quality by enhancing their data quality management processes. Though the case study, we describe main issues and risk factors in the process of data quality improvement projects as well as solutions to resolve the issues, which can be referred by other companies who pursue data quality improvement. Also, the improvement effects are evaluated by multidimensional perspectives which include quantitative and qualitative measures on data quality, productivity, customer satisfaction, organization, and culture.

• Journal of Korean Society for Quality Management
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• v.44 no.1
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• pp.153-166
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• 2016

Purpose: Government quality assurance (QA) activities in Korea, which is carried out by the Defense Agency for Technology and Quality, is not effective due to 1) the obscureness of the QA implementation method, 2) the gap between QA activities of provisions and those conducted in the fields, and 3) the variation in subjective judgement among the QA personnel. The purpose of this paper is to propose some suggestions to enhance the effectiveness of government QA activities for military supplies in the production stage. Methods: QA activities for military supplies are investigated and problematic aspects are deduced for the production stage. To secure the effectiveness of the QA activities, Defense Contract Management Agency of the United Sates is benchmarked and five improvement methods are presented. Results: Five improvement aspects are 1) reflecting special terms and conditions of government mandatory inspection in contract, 2) classifying QA personnel, 3) making use of data collection and analysis template compulsory, 4) providing checklist for process review, and 5) establishing guidelines for sampling plans for product examination. Conclusion: Suggestions of this paper can lead to consistency and balance in government QA activities, reducing military suppliers' complaints and enhancing the effectiveness of QA effort, and ultimately contributing to the quality improvement of military supplies.

• Journal of Korean Society for Quality Management
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• v.46 no.3
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• pp.397-410
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• 2018

Purpose: A main aims to classify quality attributes for quality assurance activities of military supplies by company size, and to derive the necessity for business improvement by company size to improve customer satisfaction through customer satisfaction coeffiecient and PCSI Index. Methods: Through a survey of defense and general businesses located in Busan and South Gyeongsang Province, the quality of service elements are classified and the client satisfaction factor and PCSI is calculated for the quality assurance activities. Results: Determine the current level of customer satisfaction with the quality of the Defence quality assurance service and present operational factors that need improvement by size of the company. Conclusion: The attractive quality of service factors for quality assurance work were in common and different and the need for improvement was identified based on differences in PCSI Index by Company size.

• Asian Journal of Business Environment
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• v.5 no.2
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• pp.23-29
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• 2015

Purpose - This theoretical study develops practical recommendations for implementing a quality management system (QMS) in Kazakh organizations to ensure the effectiveness and safety of products and services. We discuss the improvement of Kazakhstan's quality standards based on the requirements of ISO 9000. Research design, data, and methodology - We provide methods for improving the quality standards system, ranging from research and development to the sale of products. We also propose to establish a special quality systems award to motivate enterprises toward product quality improvement. The study's methodological basis included Kazakhstan's legislative and regulatory Acts, and international and national standards defining QMS requirements for scientists worldwide to develop and implement a QMS for enterprises. Results - Aligning the QMS reduces Kazakh companies' costs for the detection and correction of defects, and the external and internal loss caused by the defects. Effective QMS also reduces management costs. Conclusion - This article can help increase the transparency of organizations for their leaders and (if necessary) the external environment, and improve the accuracy, quality, and timeliness of decision-making.

• International Journal of Quality Innovation
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• v.8 no.1
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• pp.15-26
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• 2007

This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three "stages." First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive-proactive, to "upgrade" the little Q-big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.