• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.81-94
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• 2003

Six sigma is a management innovation strategy which improves all managerial processes in an integrated manner, Six sigma can be applied to every aspect of managerial functions such as marketing, engineering, purchasing, accounting, and so on. Six sigma is trying to solve quality problems from the customer's viewpoint in the scientific manner, thus maximizing profits through the elimination of quality costs. This paper is presented to verify empirically the successful factors of implementing six sigma through the survey of black­belts of Korean firms. The blue­chip companies in Korea and across the world have already adopted Six Sigma, and it is becoming an integral part of the corporate culture of these companies. In conclusion, the most important factors to the success of six sigma are found to be the leadership of top management, and the compensation/ incentive system. The analysis also shows that the important factors are different in terms of both the process type and implementing stage.

• Journal of Korean Society for Quality Management
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• v.30 no.3
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• pp.120-138
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• 2002

In order to carry out TQM and 6 Sigma management, it is the key elements to make clear a goal and a mission. Above all, we can succeed In achieving a dramatic change and a great outcome only when we make clear the method, incentives, organization and plans under the clear objective. In order to secure the competitiveness against the external challenge, it is essential to keep the several crucial factors such as CEO's will, the systematic process to measure and manage, monitoring to satisfy customer's needs and an aggressive development of TQM activity to encourage the endeavour of the relentless enhancement, and also a positive effort Is to be made for evaluating all quality culture like training experts internally by an outstanding training program under CEO's firm leadership. This study is carried out to understand that which features and factors of success can exist in a company culture if a company accepts a theoretical basis and concept, the general of TQM and 6 Sigma which are one of a management strategy, and carries out TQM and 6 Sigma for achieving improvement of quality and customer's satisfaction.

• Journal of Korean Society for Quality Management
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• v.34 no.4
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

• Journal of Korean Society for Quality Management
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• v.39 no.3
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• pp.444-460
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• 2011

We study on the Influence of Business Performance by the Defense Quality Management System(DQMS). In this paper, we establish the 7 hypothesis which is as following that Motivation of DQMS certificate and CEO leadership of DQMS certificate will affect the DQMS, DQMS will affect on Quality performance and Customer performance, Quality performance will affect on Customer performance, each of Quality performance and Customer performance will affect Business Performance. By empirical study, we prove all hypothesis is accepted. We hope this result to improve performance and DQMS of corporate which try to take DQMS certificate.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2002.05a
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• pp.999-1005
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• 2002

오늘날의 기업들은 글로벌화 경쟁체제 속에서 생존을 위하여 여러 가지 경영혁신의 기법들을 사용하거나 활용하고 있다 이러한 새로운 경영혁신 기법들은 기존의 기업환경에 많은 변화를 주고 있다. 그러나 단순한 경영혁신의 도입만으로 기업이 효과적이며 효율적인 변화와 혁신이 이루어지리라는 기대를 해서는 안 된다. 혁신적이고 창의적인 경영혁신의 기법들은 기업의 필요욕구에 의한 자발적인 도입이 있어야 한다. 이는 경영혁신이 기업전체에서 이루어 져야 하며 더불어 기업내 조직구성원들의 적극적이며 긍정적인 사고와 경영자들의 강력한 리더십이 기반 되어야 한다는 것이다. 이에 본 논문에서는 기업의 최고 경영자들이 지니고 있는 여러 가지 리더십의 특성과 유형을 통하여 최근의 경영혁신의 화두로 대두되는 6시그마의 도입시 요구되는 리더십을 살펴보고자 한다. 또한 이를 바탕으로 요구되어진 6시그마의 리더십 관리가 어떻게 이루어져야 하는가에 중점을 두고 연구하고자 한다.

• Proceedings of the KSR Conference
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• 2011.10a
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• pp.1251-1262
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• 2011

K-company, being in charge of domestic railway construction and facilities management, got a success rate of 41% with the implement of a improvement scheme by prosecuting of 6 Sigma and the achievement of CTQ (Success criteria : more than 0.5 in achievement of CTQ). It is clear that the factors having an effect on achievement of CTQ are the level of project when pushing forward the project(Big Y and small y according to the scope of the work), the degree of interest of an officer in charge like sponsors, and the continuous feedback toward the implement of a improvement scheme. For improvement CTQ achievement, firstly redefine about a type of project. Secondly, derive small y by Big Y and derives a unit work by small y. Then grouping the unit works and achieve Big Y by performing of every unit work as an executive subject. Thirdly organize a committee of subject selection which is supervised by the general manager. Therefore exhibit staff's leadership, for example motivation, by strong incentives. Lastly, provide ongoing learning and enhance system monitoring about a result management of an betterment execution department.