• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.3
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• pp.163-176
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• 2017

The fourth industrial revolution and creative economy are in the center of today's economic environments. In this context, venture companies make great efforts in achieving innovative capability for sustainable growth. Especially, in order to create the innovative capability or innovation performance, they are very much interested in obtaining such characteristics of organizational ambidexterity as exploration and exploitation. Thus, this study aims to study the organizational contextual ambidexterity as a key factor to create SMEs' performance and to conduct an empirical research with the data collected from domestic SMEs in order to find the antecedent and consequence of this ambidexterity. In so doing, we selected as an antecedent of contextual ambidexterity quality management practice, which is an innovative method of enterprise innovation and enterprise level, innovation performance (radical and incremental Innovation performance) as a consequence and ran a series of regression analyses. As a result, quality management practices such as quality circle activities have had positive effect on organizational ambidexterity, that is, exploration and exploration, and contextual ambidexterity has affected positively on innovation performance. It is also found that the contextual ambidexterity plays a full mediating role in the relationship between quality management practices and innovation performance. The results of this study suggest that contextual ambidexterity is essential to achieving organizational innovation performance and quality management activities such as quality circle should be preceded in order to stimulate or stimulate contextual ambidexterity.

• Journal of Korean Society for Quality Management
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• v.44 no.4
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• pp.845-853
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• 2016

Purpose: This research is to find the general and somewhat prevailing problems in quality circle papers. Many quality circles try to benchmark awarded papers even though they may have common problems. By pointing out popular problems in papers, many quality circles hopefully could be guided to the right direction in working out improvement actions. Methods: Many papers awarded in national quality circle conferences are deeply analyzed to figure out common problems. 69 recent papers are analyzed step by step and the most important and frequently occurring problems in each step are indicated. Results: Many prevailing problems are found in each step of QC stories. Especially finding themes, Grasping status quo, Cause analysis, Setting targets, Development of and Implementing counter attacks are the most common areas that have problems. Conclusion: Some problems are already too popular to be recognized as problems. In this paper those problems are logically criticized and thereby right directions for future quality circle activities are proposed.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.413-416
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• 2006

제조 기업이 글로벌 경쟁 환경 속에서 생존하고 발전하는 데에는 그 기업의 부단한 생산혁신을 통하여 품질 및 가격, 납기에 대한 획기적인 개선노력으로 원가경쟁력을 갖추어야만 한다. 식스시그마를 비롯한 많은 품질경영혁신 도구가 상존하고 있지만 대기업에 반해 상대적으로 기업규모와 경영기반구조가 취약한 중소 제조기업의 경우에는 해당기업의 혁신도구를 찾아 적용하기에 매우 어렵다 할 수 있을 것이다. 그리하여, 필자가 이러한 현실을 감안하여 산업현장에서 실증적으로 지도하고 참여하였던 사례를 연구 검토함으로써 제조기업의 품질경쟁력을 향상시키기 위한 대안의 하나로써 제시하고자 한다.

• Journal of Korean Society for Quality Management
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• v.45 no.3
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• pp.561-582
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• 2017

Purpose: The purpose of this study is to share the right conception of win-win partnership innovative activity. This study suggests the desirable methodology to Win-win Partnership. Also, through the in-depth analyzing of the existing problems, we intend to exclude such a formal and erroneous direction of the research. Methods: This study systematically analyzes the best cases of the win-win partnership focusing on the proceedings of the companies participating in the field of win-win Partnership at the national quality-circle contest. Results: This study reveals the underlying problems of win-win partnership innovative activity and draws the conclusion in the way of improvement about the win-win partnership innovative activity. This study also suggests the efficient method of the function and improvement of a system for activating win-win partnership innovative activity. Conclusion: Promoting the effective way of boosting win-win partnership innovative activity, we seek to improve the quality of the product among the companies, and let the a rising curve of the mutual growth continue among the companies by strengthening the competitiveness.

• Journal of Korean Society for Quality Management
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• v.31 no.1
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• pp.1-10
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• 2003

In 1999, Six Sigma was introduced into Korea and after that it had general influence on company-wide management system. Quality Circles apply the various quality problem solving techniques such as QC 7 Tool, New QC 7 Tool, and statistical methods to rationalization, improvement in the shop floor. This paper empirically investigates the effects of Six Sigma on Quality Circles by analyzing the difference of problem solving technique's use. The number of teams employed in this study is 342, which participate in National Quality Circles Contest from 1997 to 2002 in Korea.

• Journal of Korean Society for Quality Management
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• v.23 no.4
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• pp.100-112
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• 1995

Data on nearly one hundred thousands of Korean quality circles, registered with KSA(Korean standard association), are classified by regional groups, size, and industry. The classified data are analyzed in order to investigate the actual state of quality circles. Some international comparisons such as managerial objectives for introducing quality circles are also included.

• Proceedings of the Safety Management and Science Conference
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• 2000.05a
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• pp.423-426
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• 2000

본 연구에서는 $6\sigma$의 DMAIC, Ford의 8D 프로세스, 품질기술 분임조 개선활동, PDCA, S-PPM, 100PPM 개선활동, Feigenbaum, Juran 등이 제시한 다양한 문제해결 또는 품질, 공정, 경영혁신 등의 기법을 상호 비교하여 통합(Fusion), 공유(Sharing)할 수 있는 방안을 제안하며, ISO 9001:1994, 2000에 의한 품질시스템, 품질코스트(COQ)와 의 통합 구축방안을 제안한다.

• Journal of Korean Society for Quality Management
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• v.33 no.2
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• pp.22-31
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• 2005

Currently the problem of how to effectively integrate between six sigma and quality control circle is a matter of concern in the korea's manufacturing companies. In this paper we try to find the reasonable organizational alternatives and problem solving procedure by related literature surveying and empirical study. And we ascertain whether it is significant by conducting a survey on 51 six sigma consultants and black belts.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.463-478
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• 1998

This study aims to improve the activities of Quality Circle of Korea companies. For this purpose we studied the fctors to influence the performances of Quality Circle activities, and based upon this result we suggested the improvement method of Quality circle activities. This study will give one way of activating the Quality Circles of our companies.

• Proceedings of the Safety Management and Science Conference
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• 2000.11a
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• pp.243-249
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• 2000

An improvement activity is necessary for the existence strategy of the corporate. We search effective activities by the integration, implemention of the Quality Control Circlle and the Suggestion Activity System on the various improvement activity. Therefore, Each of the concept and step are surveyed. We output the commonness and the difference, and propose "The Suggestion Circle Activity" that is the new integration, improvement activity. activity.