• Proceedings of the Materials Research Society of Korea Conference
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• 1999.11a
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• pp.188-188
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• 1999

• Bulletin of the Korean Space Science Society
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• 2006.10a
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• pp.110-110
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• 2006

• Journal of the Korean Institute of Educational Facilities
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• v.9 no.1
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• pp.69-80
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• 2002

• 한국ITS학회:학술대회논문집
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• 2005.11a
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• pp.160-165
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• 2005

• The Bulletin of The Korean Astronomical Society
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• v.34 no.1
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• pp.133.2-133.2
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• 2009

• Bulletin of the Korean Space Science Society
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• 2007.04a
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• pp.69-69
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• 2007

• Journal of the Korean Data and Information Science Society
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• v.22 no.6
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• pp.1123-1135
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• 2011

This paper considers the multivariate integrated process control procedure for detecting special causes in a multivariate IMA(1, 1) process. When the multivariate control chart signals, the special cause will be detected and eliminated from the process. However, when the elimination of the special cause costs high or is not practically possible, an alternative action is to readjust the process with approximately modified adjustment scheme. In this paper, we propose the readjustment procedure after having a true signal, and show that the use of the readjustment can reduce the deviation of a process from the target.

• Proceedings of the Korean Society of Life Science Conference
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• 2002.03a
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• pp.109-109
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• 2002

• Journal of the Korean Ceramic Society
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• v.41 no.11
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• pp.812-818
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• 2004

This study has been undertaken with objective of studying the mechanism and condition of formation of hexagonal boron nitride from reduction of boric okide in the presence of carbon under nitrogen atmosphere. It was found that the formation of hexagonal boron nitride was started at 1400$^{\circ}C$ and almost completed its conversion at 1550$^{\circ}C$. The morphology of boron nitride synthesized in this study was very fine and platelet. It was considered as reaction pathway of hexagonal boron nitride that boron oxide was reduced to born and evaporated by activated carbon, and then it was reacted with nitrogen.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.444-449
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• 2006

6시그마 프로세스는 정의(Define), 측정(Measure), 분석(Analyze), 개선(Improve), 관리(Control)라는 다섯 스텝을 통하여 문제를 해결하고 성과를 달성한다. 이 다섯 단계 중에서 정의 단계는 프로젝트를 선정하고, 고객을 정의하고 프로젝트의 핵심 요인을 파악하며, 팀을 구성하고, 일정을 수립하는 일련의 과정으로서, 6시그마 활동전체의 방향을 제시하는 동시에, 이 활동이 그 조직에 얼마나 효과성이 결정되는 단계로서 6시그마 전 활동을 통하여 가장 중요한 단계라 할 수 있다. 6시그마 활동 중 정의 단계의 4 Step인 Project의 선정, Project의 정의, CTQ의 도출 및 선정, Project의 실행 계획은 프로젝트의 성공과 실패를 좌우하는 중요한 요인이다. 본 연구는 F사에서 수행했던 프로젝트를 대상으로 정의 단계의 각 Step마다 적정한 Activity에 따라 수행되었는가를 분석하여 F사의 6시그마 활동의 문제점을 조사하여 향후 6시그마 활동의 방향을 제시하려한다.