• Journal of Korean Society for Quality Management
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• v.27 no.4
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• pp.266-279
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• 1999

Today, Companies are facing the harsh realities of a competitive environment. This is no time for revolutionary change. Instead, Companies are instituting revolutionary change meant to have impact within a very short time frame. Bold steps are required to lead the industry into a future of improved efficiency and significant productivity gains. GE, as well as Intel, Motorola, and other companies adopted a program called Six Sigma, in order to make fundamental changes in the way the company operated to fulfill customers'expectations. Six sigma reduces the occurrence of defects from a 3 sigma level of 66,800 defects per million to a 6 sigma level-less than 4defects per million. The goals and metrics of the company's Six Sigma process clearly have had a positive effect on customer satisfaction and customer perception of the company.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.358-368
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• 2006

The significance of intellectual property in the knowledge-based society has been increasing and as a result, the patent customer's demand for a top quality patent administration service has increased as well. Therefore, Korean Intellectual Property Office(KIPO) adopted 6 sigma as a tool for KIPO's innovation to improve the quality of patent administration and enhance customer satisfaction. KIPO's steadfast promotion of 6 sigma resulted in many successful outcomes such as improvement of policy and service process from customer's point view, streamlining the administrative procedures, increased work efficiency, capability enhancement of core personnel, and so on. Since 6 sigma has proved itself to be equipped with features suitable for innovation in public sector, it can be used as an extensible innovation tool to meet the challenges in rapidly changing administration environment and to achieve a competitive edge.

• IE interfaces
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• v.20 no.3
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• pp.315-326
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• 2007

The service industry is becoming greater importance in the current economy. The service quality has become an important competitive factor in service industry. Until now, 6 sigma method has well accomplished in manufacturing industry. 6 sigma method has been applied to the service industry to improve service quality, but it has not been reported that 6 sigma method is a successful method for service industry to improve service quality. In this paper, we suggest a MAVIC model to improve service quality. It is a model which is combined with advantages of a SERVQUAL model and 6 sigma method. We has proved its effect with applying a MAVIC model to real service techniques.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.45 no.1
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• pp.31-40
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• 2022

Six Sigma is a philosophy and systematic methodology for quality improvement. It encourages continuous quality improvement efforts to achieve the ideal goal of 6σ. Sigma(σ) is a statistic representing the standard deviation of the normal distribution, and 6σ level means a level where the tolerance of the specification is six times the standard deviation of the process distribution. In terms of the defective rate, the 6σ level achieves the 0.002 defectives per one million units. However, in the field, the 6σ level is used in the sense of achieving 3.4 defects per one million opportunities, which shows a large gap from the 6σ level in the statistical viewpoint. This is because field practitioners accept a 1.5σ shift of the mean of process when calculating the defective rate under sigma level. It said that the acceptance of 1.5σ shift of the mean is from experience, but there is no research or theoretical explanation to support it logically. Although it is a non-scientific explanation based on experience, considering that there has been no objection to the 1.5σ shift for a long time and it is rather accepted, it is judged that there is a reasonable basis for the 1.5σ shift. Therefore, this study tries to find a reasonable explanation through detective power of control chart via the run-rules to the 1.5σ shift empirically recognized by practitioners.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.19-29
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• 2005

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of the Korea Safety Management & Science
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• v.8 no.5
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• pp.119-130
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• 2006

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in my case, if they want next project, they need a new plan which needs additional fund and resource. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of the Korea Safety Management & Science
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• v.8 no.4
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• pp.129-149
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• 2006

Six sigma, contrary to TQM, offers the concrete process for accomplishing the management innovation. Nowadays it has become as a standard means. Many companies claim to stand for durable management and would like to get customers' satisfaction and more profit with total six sigma activities. Under the present conditions we propose how to maximize efficiency with six sigma application on transportation management that is an issue among many companies.

• Journal of the Ergonomics Society of Korea
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• v.31 no.6
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• pp.793-800
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• 2012

Objective: This study investigated the problems that could be faced with when engineers try to improve the affective quality using the DMAIC model. Background: Affective quality is considered one of the most influential factors for the competitive power of consumer products and many engineers make effort to improve the affective quality. Since the Six Sigma process is effective and wide-used method for quality improvement, it can also be used to improve the affective quality. However six sigma tools cannot be directly used for affective quality because of the subjective and qualitative characteristics of the human affection. Method: Investigate the goals, processes and key factors of DMAIC model and find the difficulties to use six sigma tools for the affective quality. Results: Most of the problems arise from measuring and quantifying the human affective response level and understanding the relationship between the human affective factors. Conclusion: Both the protocol for measuring human affection and the monitoring system to find the affective response change for the product or service are required. Application: The results of this study could be helpful for the engineers not specialized in ergonomics to improve the affective quality in systematic approach.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.63-71
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• 2015

Lean six sigma has to be utilized considering irrational system or defects based on features of organization beforehand. Otherwise, it won't improve anything but burden another heavy responsibilities to the people in charge. Therefore, a survey was conducted in addition to a literature review and a case study about lean six sigma to verify effective deployment method for lean 6sigma tools. The survey was conducted across for 96 interviewees who have MBB or BB was selected from 15 companies which have been running six sigma projects over 10 years and SPSS 16.0 was used for verifying reliability and validity of the research. In conclusion, some issues occurred in the process of six sigma projects were identified and effective deployment method of lean six sigma tools by integrating lean manufacturing into 6sigma were suggested based on those issues.

• Communications for Statistical Applications and Methods
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• v.15 no.3
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• pp.451-464
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• 2008

Six sigma is the rating that signifies "best in clas", with only 3.4 defects per million units or operations. Higher sigma quality level is generally perceived by customers as improved performance by assigning a correspondingly higher satisfaction score. The process capability indices and the sigma level $Z_{st}$ have been widely used in six sigma industries to assess process performance. Most evaluations on process capability indices focus on point estimates, which may result in unreliable assessments of process performance. In this paper, we consider statistical inference for process capability indices $C_p$, $C_{pk}$ and $C_{pm}$. Also, we study better testing procedure on assessing sigma level $Z_{st}$ and capability index $C_{pm}$, for practitioners to use in determining whether a given process is capable. The proposed method is easy to use and the decision making is more reliable. Whether a process is clearly normal or nonnormal, our bootstrap testing procedure could be applied effectively without the complexity of calculation. A numerical result based on our proposed method is illustrated.