• Journal of the Korea Academia-Industrial cooperation Society
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• v.8 no.3
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• pp.673-681
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• 2007

The integration of Quality Circles and Six-Sigma has gained attentions for the attainment of enhanced customer satisfaction, costs reduction, and improved business performance. The purpose of this paper is to verify the benefit from the integration of Quality Circles and Six-Sigma by applying the integrated process for an alcohol manufacturing line. In the integrated process, we used the first three steps of Six-Sigma of Define, Measure, and Analyze(D-M-A) and then applied the concept of Quality Circle, which has good performance in the Improvement and Control(I-C) process. For the selection of the theme of quality circles, Analytic Hierarch Process(AHP) is used, and we also employed the experimental design, which is designed to find an optimal operating condition. Furthermore, the results of the economic analysis confirm that the integration process would be successful in reducing the incidence of defects and the quality cost.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.8
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• pp.2068-2077
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• 2009

While six sigma project management systems have been widely used as a knowledge management systems, no one has proposed an empirical explanation for impacts of project management systems on project performance. This study proposes a structural equation model of the project management system that relates learning/growth, internal growth, customer performance, and financial effects based on six sigma project performance. The relationships are investigated using data collected from a sample of green and black belts. The results indicate that there are a causal relationship with use of project management and learning/growth and internal process, internal process and customer performance, and customer and financial performance. However, there is no relationship between internal process and financial effects. The results suggest that six sigma project system could effectively be implemented as a knowledge management system to improve six sigma performance of green an black belts. This study also compares index of SEM's model fit of research model and that of alternative models for further analysis. The result shows that index of research model of index is better than that of alternative model.

• Survey Research
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• v.8 no.1
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• pp.1-30
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• 2007

Several corporations are adopting the 6 Sigma program. Not all corporations are yielding intended results. The inconsistent results may due to the absence of an adequate strategy formulation of 6 Sigma implementation. The 6 Sigma is a qualify control program but its implications are not confined only to qualify improvement. The 6 Sigma program is a change program to bring about changes in organizations. The thesis focuses on developing an installation strategy or model of 6 Sigma program. The utility of the model developed in this research is supported by the empirical evidence. The validity of the model is tested and verified based on the questionnaire survey conducted at 281 business firms. Few research has adopted the empirical survey. The previous researches are mostly centered around identifying success factors. Unlike the present methodology adopted in this research, the past research methodologies are mainly case studies. The distinctive feature of this research does not confine only to the methodology. This research attempted to identify an installation model that would help enterprises get maximum output from the 6 Sigma program. The suggested model is named as Sequential Model(SM). The SM consists of three stages: the preparation stage, the acceptance stage, and the maturity stage. The model is based on the assumption that organizations should follow three stages sequentially to yield the desired output effectively, The preparation stage is further defined including the organizational change factor, the driving system factor, and the promotion factor. The result variable, the organizational performance, is also further defined including the market competitiveness, the employees competitiveness, and the financial performance. The Structural Equation Model was used to test the validity of the Sequential Model(SM). Several alternatives models were developed and compared. The test results consistently show that the suggested model is a valid one and proves its superiority over alternative models. Through this empirical research, we have shown that the strategies of enterprises in line with the proposed model gained better results over others. The research results would be useful information for enterprises that consider formulation of installation strategy of 6 Sigma program.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.389-395
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• 2006

6 시그마는 현재 모든 비즈니스에서 경영혁신의 일반 단어가 되었다. 연구개발 분야에서 선 개발 활동을 통한 부가가치 창출과 시장 선점 활동을 하기 위해서는 초기관리와 불량관리 활동 및 TPM의 공통 필수 지주에 대해서 철저히 하지 않으면 안 된다. 이에 여러 가지 경영혁신 기법들이 제시되고 있지만 장점을 충분히 살리지 못하고 있다. TPM 활동을 극대화하기 위한 방법으로 6 시그마에서 사용하는 기법들과 사상을 TPM활동에 도입하여 TPM이 내포하고 있는 단점들을 해결하여 보다 높은 효과를 얻을 수 있는 새로운 통합 모형을 제시하고자 한다.

• 한국IT서비스학회:학술대회논문집
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• 2007.05a
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• pp.371-376
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• 2007

많은 조직들이 정보화 전략계획(Information Strategy Planning: ISP)을 수립하고 있지만 ISP의 주요한 추진목적인 경영전략과 IT 전략의 연계와 기업의 가치창출에 직접적으로 기여할 수 있는 정보 시스템 구축과제의 도출이 미흡하여 그 결과물들이 단지 계획에 그쳐버리고 실행으로 연결되지 못하는 경우가 많아 ISP 무용론이 팽배한 실정이다. 한편, 6시그마 방법론이 데이터에 근거한 체계적이고 과학적인 강력한 방법론으로 대두되고 있으며 최근 그 적용영역을 지속적으로 넓혀나가고 있다. 본 논문의 목적은 전통적인 정보화 전략 수립프로세스를 분해하여 얻어지는 활동과 기법 그리고 과업들을 6시그마의 DMADOV 표준 프로세스에 맞게 재조합하여 새로운 방법론을 도출하는 것이다. 본 방법론을 활용함으로써 정보화 전략수립 과정에서 성과지향적인 정보화 과제도출의 가능성을 높이고 방법론의 계량화를 통해 제시된 결과들의 객관성을 높일 수 있다.

• Proceedings of the KAIS Fall Conference
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• 2010.05b
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• pp.1049-1052
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• 2010

생산성 및 품질혁신을 위하여 Lean 6시그마에 대한 다양한 국외 적용사례는 존재하나, 고도의 하이테크 산업이며 품질을 최우선으로 삼는 항공산업에 적용 및 평가에 대한 국내 연구사례는 거의 전무한 것이 현실이다. 본 연구에서는 린 6시그마 기법이나 사상들이 국내 항공산업 프로세스의 생산성 및 품질을 향상시키는데 과연 적합한지 판단하여, 현장적용을 사례로 적용 방법론을 제안하는데 목적이 있다.

• The Korean Journal of Applied Statistics
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• v.29 no.2
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• pp.369-379
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• 2016

The Sigma Level, proposed by Motorola Inc., is one of the many Process Capability Index (PCI)'s that have been presented since the 1970's. It is used to evaluate process capability and unlike other PCI's, it has an advantage in that it uses population probability distribution. However, it is originally designed for mass production and is inadequate to evaluate prototypes or early products in the R&D stages. For use in such cases, we propose an R&D target Sigma Level, derived by considering 1.5 sigma shifts in traditional sigma level from a statistical point of view. We also explain the way to find robust limits for design tolerance because the sigma level or defect probability is useful to establish economical tolerance limits at the R&D stage and mass production.

• Journal of the Institute of Electronics and Information Engineers
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• v.49 no.10
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• pp.148-158
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• 2012

This paper presents the design of the incremental delta-sigma ADC. The proposed circuit consists of pre-amplifier, S & H circuit, MUX, delta-sigma modulator, and decimation filter. Third-order discrete-time delta-sigma modulator with 1-bit quantization were fabricated by a $0.18{\mu}m$ CMOS technology. The designed circuit show that the modulator achieves 87.8 dB signal-to-noise and distortion ratio (SNDR) over a 5 kHz signal bandwidth and differential nonlinearity (DNL) of ${\pm}0.25$ LSB, integral nonlinearity (INL) of ${\pm}0.2$ LSB. Power consumption of delta-sigma modulator is $941.6{\mu}W$. It was decided that N cycles are 200 clock for 16-bits output.

• Proceedings of the Korean Society for Quality Management Conference
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• 2009.10a
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• pp.33-39
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• 2009

본 연구에서는 현장에서 6 시그마를 활용 시 통계분석의 기초가 되는 초기 데이터 분석에 대한 고찰이다. 통계의 가장 기본이 되는 데이터가 잘못되었으면 나머지 모두 문제가 된다. 이에 데이터 초기에 발생할 수 있는 여러 오류의 가능성을 살펴보고 각각에 대해 해결책을 제시하였다. 여기서 활용하는 방법들은 계측기 선정, Gage R&R, Histogram, Box-plot, PDF, Box-Cox 변화 등이다.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.381-388
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• 2006

많은 6시그마 혁신을 하는 기업 중에서 IS09000 시리즈나 IS0/TS16949 인증을 받고 있다. 그럼에도 불구하고 6시그마 도입 초기부터 ISO/TS16949와 통합운영을 생각하고 추진하는 곳은 많지 않다. ISO/TS16949에서는 기업전반의 프로세스에 많은 중점을 두고 있다. 그 중에서도 APQP(Advanced Product Quality Planning)은 제품 초기에서 부터 명확한 품질계획 업무 프로세스를 가지고 활동을 하라는 필수 프로세스를 요구하고 있다. 그러나 구체적인 Flow나 단계는 각 기업체의 특성에 맞기고 있다. 6시그마의 Lean DFSS는 이러한 제품개발 프로세스의 구체적인 전개단계를 제공 하고 있다. 여기에 APQP에 서 요건으로 명시한 각 프로세스 단계마다 인풋(Input)요소, 아웃풋(Output) 요소, 타켓(Target), 그 프로세스를 책임질 구성원, 핵심성공요인(KSF), 핵심성공지수(KPI), 단계마다의 FMEA(Failure Mode Effect Analysis) 분석을 대응하면 도입 초기에서 부터 상호 유기적이면서 효과적인 System이 된다.