• Product Safety
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• s.25
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• pp.6-11
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• 1994

기업은 변화에 빠른 업체만이 살아 남게 되며 변화하는 업체가 21세기를 향하는 기업이 될 것이다. 공장혁신은 의식혁신, 생산성혁신, 기술혁신의 3대혁신을 축으로 한다. 어느 한쪽도 치우쳐지면 21세기를 향하기 어렵다

• Journal of Practical Engineering Education
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• v.14 no.1
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• pp.195-203
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• 2022

Recently, as the introduction of smart factories spreads, interest and research on the positive and negative effects of smart factory introduction are increasing. This study quantitatively analyzed the changes in the workplace innovation index following the introduction of smart factory for 750 companies in the 4 categories of the workplace innovation index. Overall, the workplace innovation index of companies that introduced smart factory was higher than those that did not, and there was a statistically significant difference, especially in the work organization. In addition, as a result of analyzing the effects of smart factory introduction and workplace innovation consulting together, in the case of labor-management relations and work organization, the introduction of a smart factory and consulting were found to match the improvement of the workplace innovation index.

• Bulletin of the Society of Naval Architects of Korea
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• v.32 no.5
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• pp.13-18
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• 1995

한국의 조선업은 OECD 가입이라는 국가적 의미의 과제와 WTO 체제의 출범에 따른 엄청난 경쟁력 부담을 안고 가지 않을 수 없는 현실에, 이 부담을 덜기 위한 노력으로서 공장 혁신운 동은 필수 과목이다. 당 보고서에 제시된 SSG Production System은 공장혁신 운동의 좋은 결 실을 맺을 수 있도록 하기 위한 보조수단으로서의 기능을 가진 생산기술의 한 방법으로서 제시 되었다. 조선업에 관계하는 분들의 공통의 관심사는 외국의 조선업, 특히 일본의 조선업을 경쟁 방면에 한 단계 뛰어 넘을 수 있는 생산기술계발이 아닌가 싶다. 이런 연유로 동, 서양의 외국의 생산기술의 직수입 보다 학문적으로 정연한 외국 생산기술에 대한 우리 민족의 특수성을 가미 하여 만든 순수 한국 조선업의 생산기술을 개발하여 적용할 대 한걸음 더 외국의 경쟁력에 접 근할 수 있다고 제시하고 싶다.

• Product Safety
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• s.15
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• pp.27-49
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• 1993

• Product Safety
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• s.21
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• pp.41-48
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• 1994

• Korean small business review
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• v.42 no.2
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• pp.117-137
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• 2020

We examine the current status of smart factory deployment and diffusion programs in Korea, and seek to promote manufacturing innovation from the perspective of SMEs. The main conclusions of this paper are as follows. First, without additional market creation and supply chain improvement, smart factories are unlikely to raise profitability leading to overinvestment. Second, new business models need to connect "manufacturing process efficiency" with "R&D" and "marketing" in value chain in smart factories. Third, when introducing smart factories, we need to focus on the areas where process-embedded technology is directly linked to corporate competitiveness. Based on the modularity-maturity matrix (Pisano and Shih, 2012) and the examples of U.S. Manufacturing Innovation Institute (MII), we establish the new smart factory deployment policy measures as follows. First, we shift our smart factory strategy from quantitative expansion to qualitative upgrading. Second, we promote by each sector the formation of industrial commons that help SMEs to jointly develop R&D, exchange standardized data and practices, and facilitate supplier-led procurement system. Third, to implement new technology and business models, we encourage partnerships, collaborations, and M&As between conventional SMEs and start-ups and business ventures. Fourth, the whole deployment process of smart factories is indexed in detail to identify the problems and provide appropriate solutions.

• Journal of Korea Technology Innovation Society
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• v.14 no.4
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• pp.983-999
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• 2011

This research focused on the strategy consulting of the 'Vertical Farm' for the blue ocean of Gyeonggi agricultural industry. The study was performed based on both theoretical study and related qualitative study approaches. particularly, 'scenario planning' as a foresight method was used for the strategy formulation of the Vertical Farm. The major determinants for the success of the formation of the Vertical Farm can be summarized as follows; the enhancement of research capability and the Relational Capability of the research institutions. In terms of the needs of times, this study regarding the strategy for the formation of the Vertical Farm is anticipated to be a good reference for the R&D organizations and technology cluster participants in coming years.

• 방재와보험
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• s.137
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• pp.60-61
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• 2010

이번 탐방은 자동차부품인 조향품.주물품을 생산하는 공장으로 GM의 올해 우수 공급업체로 선정되는 등 뛰어난 품질로 글로벌 기업으로 성장하는 (주)만도 Steering 사업본부 원주공장을 방문하였다.

• NEWSLETTER 전기공업
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• no.96-8 s.153
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• pp.4-13
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• 1996

• 기계와재료
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• v.19 no.2 s.72
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• pp.116-124
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• 2007