• Proceedings of the Safety Management and Science Conference
• /
• 2001.05a
• /
• pp.111-116
• /
• 2001

본 연구는 TL 9000 요건： R 2.5 적용 해외 베스트 프랙티스, TL 9000 성과지표： R 2.5 적용 해외 베스트 프랙티스, Supplier Diversity 적용 해외 베스트 프랙티스 및 TL 9000 품질시스템 구축 국내 프랙티스를 소개한다.

• Journal of Korean Society for Quality Management
• /
• v.30 no.2
• /
• pp.181-201
• /
• 2002

Best practices are the best ways to perform a business process. Benchmarking, the search for those best practices that will lead to superior performance of a company, is indispensible to gain and maintain a competitive edge. Best practices of quality management in the world-class companies are examined. Customer-centered strategy, employee selection and training, employee satisfaction, customer satisfaction, performance measurement are considered in this paper.

• Journal of Korean Society for Quality Management
• /
• v.31 no.2
• /
• pp.17-39
• /
• 2003

The 21st century is called “an era of creation” or “an era of speed.” These are flat expressions requiring a fierce competition between individuals, corporations and nations. In a reality in which we should make new things continuously within a short period of time, the world best benchmarking can become a good alternative. The world best practice can be called “a mode of operation” that has created the world's best performance in a particular field of managerial activities. It is very meaningful for the nations' corporations, which have a lower competitiveness than world-class ones and weak points in the area of human resources development, in particular, to benchmark the world-class corporations' best practices of HRD. Therefore, this study is conducted in conformity with a model of the Instructional Systems Designs for the Total Quality Education that brings the structure of the world-class corporations' best practices of HRD into line with that of the Total Quality Management. That is, analysis, design, development, implementation and assessment are included in this study.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• autumn
• /
• pp.57-63
• /
• 2002

The construction market has a major impact on the overall United States economy. Recent statistics estimate the gross domestic product (GDP) of the U.S. construction industry at some $416.4{\$}$ billion dollars, representing approximately $4.5\%$ of the U.S. GDP. Because the business environment in construction is highly competitive, the participants in the industry must improve their performance and processes to survive. Hence, Benchmarking has been generating interest in the construction industry. This paper provides an overview of the CII Benchmarking and Metrics Program. Following some background and a descriptive discussion of the database, an abridged presentation of result of data analysis. The adoption of benchmarking in Korean construction industry can be another opportunity to improve Korean construction industry.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• autumn
• /
• pp.394-397
• /
• 2003

The Korea construction industry is now in a state where radical innovation is seriously considered. Among a variety of innovation topics, this paper focuses on innovation in public construction clients. The objective of this paper is to analyze GSA's Construction Excellence Program as a case study and to present key characteristics of the program from the perspectives of implications and lessons learned.

• IE interfaces
• /
• v.16 no.2
• /
• pp.125-139
• /
• 2003

This paper reports an empirical study on assessment of R&D best practices. The principles of quality management and their tools such as best practices or benchmarking have been so prevailing in the operational process that the R&D management recently consider extensive use of them for their innovation process. However, characteristics of the two processes may be different each other. Are the principles or the tools that were effective in the operational field still going to be effective in the innovative field? In order to answer the question, we statistically examine how R&D best practices contribute to the innovative performance. Upon literature review on technological innovation, we present a R&D process model whereby we set forth research hypotheses. Using data from 66 successful R&D efforts carried out among Korean firms mostly between 1999-2001, regression analyses reveal that best practices used in most stages throughout the R&D process are found not to significantly contribute to the innovative performance. Only those in technology strategy and prototyping stages are proven effective for technical and commercial performance respectively. Interestingly, efforts in a problem solving and improvement stage are counterproductive in the case of the innovation process. Discussions on our empirical observations are presented followed by some managerial implications.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2004.11a
• /
• pp.616-619
• /
• 2004

The term 'cost reduction' often carries a negative image in a sense of sacrifice of other management elements such as qualify, safety, client satisfaction, etc. However creative cost reduction approaches can achieve not only cost reduction itself but also value for money. The objective of this paper is to identify and discuss major characteristics of creative cost reduction strategies from best practice cases of Constructing Excellence.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2004.11a
• /
• pp.216-219
• /
• 2004

Construction clients are the key player in that they initiate construction projects and are in a position to influence the efficiency and productivity of the projects. Construction projects by nature require team-working so clients's leadership is the crux of project success. The objective of this paper is to suggest characteristics of construction clients' leadership in terms of best practice based on the analysis of project success cases. Four key elements of construction clients' leadership are identified and best practice from the case studies were related to the elements.

• Proceedings of the Korea Information Processing Society Conference
• /
• 2013.11a
• /
• pp.925-928
• /
• 2013

급속하게 변화되는 IT서비스에 적극적으로 대응하고, 효율적인 IT서비스의 관리 운영을 위하여 정보화기관에 최적화된 통합 IT서비스관리 모델을 수립하여 운용할 필요가 있다. 이에 기술관리 중심의 IT운영에서 프로세스 중심으로의 새로운 IT서비스관리를 위한 정보화 업무 처리 및 관리 프로세스의 재정립이 필요하며, 운영조직과 정보시스템간의 유기적인 관리를 위해서 선진화된 국제 IT서비스 운영 모델인 ITIL(Information Technology Infrastructure Library)에 기반한 IT서비스의 체계적인 관리가 요구되고 있다. 본 연구에서는 K기관의 통합 IT서비스 관리 모델 수립 사례를 통해서 정보화기관을 대상으로 효과적인 정보서비스 제공 및 고객만족을 위한 IT서비스 관리 규정, 지침에 따른 베스트프랙티스 적용 및 프로세스 개선, ITSM(Information Technology Service Management, IT 서비스 관리) 구축 과정에 대한 사례 연구를 진행함으로써 향후 ITSM 시스템 구축 시 가이드라인으로 활용할 수 있는 이론적 기반을 제시한다.

• Korean Journal of Construction Engineering and Management
• /
• v.14 no.1
• /
• pp.82-90
• /
• 2013

In the construction industry, there are so many qualitative factors affecting the performance of a project. So it is crucial to measure the factors in an effective way in order to analyze the interrelationship among the various factors. To improve the performance level of a project, it is also important to identify the most appropriate management practices which are inter-linked with the subject project. The purpose of this study is to develop a project performance management system (PPMS) to quantitatively analyze the variety of project performance data and identify the best management practice to increase the potential level of a particular performance area. Using a comparative statistical method, this study developed a quantification method and web-based computerized system to enhance the usage of the system. The system, however, is still under the validation stage because of the shortage of data set. In the future, when more and more completed project data are stored in the system, the system would play a crucial role in predicting the performance level and matching the best management practice for a subject project. In addition, the system can also be modified as a tool for a business- or industry-level system by incorporating the existing enterprise resource programs.