• Information Systems Review
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• v.12 no.2
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• pp.121-144
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• 2010

Recently, ITSM(IT Service Management) is adopted very widely among private and public organizations. The successful implementation of ITSM requires continuous improvement, not just implementation of IT processes and/or ITSM solutions. One of the major tools for the continuous improvement is 6 Sigma technique. This study compares success and failure cases at the project level, and identifies factors affecting successful application of 6 Sigma technique in the improvement of ITSM. To achieve the research objective, this study first identifies and classifies success factors for 6 Sigma application through literature review. Then, factors to be used in the study are determined. Based on the factors, success and failure cases are compared. The research results show that all 5 factors (participation of management, participation of project team, project selection and verification, customer and market orientation, strategy and goal focus) are significantly different between success and failure cases.

• 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 of Industrial and Systems Engineering
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• v.42 no.4
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• pp.165-172
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• 2019

Innovation activities represented by Six Sigma (6σ) led to improvements not only in manufacturing industries but also in various business fields. In the aviation industry, Six Sigma has been used as a tool of innovation since the beginning of 2000, and it has developed into a comprehensive form of innovation activity that includes various improvement tools. In this study, the innovation activities in K company that is a representative company of aviation industry are summarized in the last 10 years, and the effectiveness of the innovation tools and the performance of the tasks are also analyzed. The results of 2,091 projects over the past decade have been analyzed from various perspectives. First, we found out the tools that were used frequently at each DMAIC step, showed their frequency, and analyzed the evaluation results for the project. The project was evaluated from grade 1 (highest level) to grade 7 (lowest level) with an average grade of 4.1 for the overall project. The evaluation grades of the projects were compared and analyzed in terms of the qualifications of the leader, the roadmap for the implementation of the project, the financial effect, the size of the financial effect, the business classification, and the project execution period. These results may suggest new perspectives for companies considering or adopting innovation programs.

• Journal of the Society of Cosmetic Scientists of Korea
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• v.31 no.4 s.54
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• pp.285-287
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• 2005

Using optimized standard methods, which were previously done by sensory tests, many factors have been analyzed and their significance were determined according to gloss and gloss-lasting capability in lipstick. Analyzing some factors we could conclude that the effective factors were the kind of wax, amount of volatile silicone oil, and stick hardness in the aspect of lipstick's gloss. And in the point of lipstick's gloss-lasting properties, vital few X's were quantity of volatile silicone oil stick hardness, and polymer contents and so on. We successfully have tried new analytical approach, 6-sigma to general property of lipstick. Furthermore this study will be a base on the prescription design in gloss-enhanced products.

• Journal of Digital Convergence
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• v.10 no.6
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• pp.141-152
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• 2012

This study is a comparatively analyzes innovation tools for developing appropriate business models according to the types of convergence. Firstly, it examines previous studies on the type of convergence, business models, and innovation tools. Based on the understanding of each topic through literature search, it introduces Convergence-Business-Innovation Tools Cube (CBI Cube) model with the concept of developing innovative business models by applying innovation tools under the condition of convergence. In order to quantify (concretize) the concept, we have compared the relative priority of innovation tools for developing business models to find component factors of CBI Cube model through the survey of an expert group by adopting DelPhi method and AHP method. From the result of this study, we expect to be able to make an easier approach to the development of innovative products, services and market as it allo ws to develop business models of value innovation beyond just benchmarking or simple imitation of existing business models.

• Information Systems Review
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• v.8 no.3
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• pp.245-259
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• 2006

In order to utilize BSC as an operational tool for communicating strategies across the hierarchies of the organization, a growing number of companies have tried to link BSC processes with other PI tools. Company D has carried out the SEM project to identify the causal structure between innovation activities and performance management in 2005 and 2006. The company synthesizes BSC and 6 Sigma methodologies at the BU level, and the new process made it possible to manage performances and make decision more "realistic" on the basis of information technologies. We expect that this study provide organizations, which have difficulties streamlining the performance management processes at the strategic level and those of operational level, with implications for realizing more "execution-oriented" RTE.

• Journal of Korean Society for Quality Management
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• v.46 no.4
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• pp.843-862
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• 2018

Purpose: The purpose of this study was to develop quality innovation techniques specialized for the small and medium-sized businesses. which account for the majority of Korean companies, were having a hard time utilizing the widely recognized quality innovation techniques due to resource constraints. Methods: First, we do review the existing Single PPM and 6 Sigma. And investigate the utilization of these methods including Toyota Production System. Second, we devised a four-step problem-solving methodology based on recent trends in quality innovation such as Simple, Speedy, and Smart. Third, we do survey on frequently used tools for quality innovation. Many opinion leaders including quality consultants and professors answered and gave us valuable comments about our selected quality tools. Finally, we do specify and map tools to each step of PASS. Results: In 2017, 167 companies participated in the quality innovation support business for small businesses according to the Korea Chamber of Commerce & Industry. We conducted performance checks on 167 companies that had completed the "PASS" projects. For the purpose of evaluating improvement performance, the survey was carried out using a structured questionnaire during the field visit of these companies mentioned above. For the reference, 165 out of 167 companies (98.8 % response rate) responded to the questionnaire and conducted performance analysis based on it. According to the survey, 97.6 percent of the respondents were very satisfied with their overall satisfaction with the quality innovation support projects for small and medium sized enterprises in 2017. Also, 93.3 % of the respondents were satisfied with the results of level of the target achievement. As a result, 160 companies (97.0 % of the participating companies) hope to partic ipate in the quality improvement project using "PASS" once again. Conclusion: In this paper, we introduce the new quality innovation methodology, which is named as 'PASS', It could support the long-range business plan of the small and medium-sized businesses to achieve total customer satisfaction resulting in increased market share and improved profit margin. The most small companies can use this "PASS" technique more easily, quickly and most efficiently than their existing known quality innovation techniques such as Six Sigma and Single PPM, etc.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.516-522
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• 2003

6시그마가 소개된 이후 우리나라에서는 6시그마 추진 단계별 많은 품질개선도구를 기업에서 사용하여 왔다. 그러나 지금까지 많은 품질개선도구들이 언제, 어떠한 도구들을 사용되는 것이 좋은 것인지 명확히 정의하지 못하였다. 본 연구는 MBB와 BB를 대상으로 6시그마 프로젝트를 시행하면서 사용하였던 도구의 사용시기와 사용성과를 설문조사하여 제조분야에서 6시그마 추진 단계별로 사용해야 할 도구를 제시하였다.

• Journal of Korean Society for Quality Management
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• v.46 no.1
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• pp.1-10
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• 2018

Purpose: This paper provides an idea on the future prospect for change in steps of the six sigma DMAIC project under the environment of the 4th industrial revolution. Methods: First, the purpose and activities required in each step of DMAIC are reviewed. Next, activities are reviewed together with tools and techniques, considering the purpose and the environmental changes of the 4th Industrial Revolution. Finally, the best approaches for achieving the purpose are prospected to get an idea on future change. Results: The purpose of each phase of DMAIC is expected to remain unchanged. But activities, techniques, or methods will be replaced with more effective and efficient ones. Also, many activities may possibly be executed by a system instead of people like BB, GB or team members. Moreover, DMAIC may not be a project any more but a routine job of the system in the future. Conclusion: Under the environment of the 4th industrial revolution, many activities including analyzing various types of data and extracting valuable information, will be executed by a system with proper algorithms instead of people. And six sigma improvement projects may be intrinsic parts of the system and may not exist as separate projects any more.

• Proceedings of the Korea Information Processing Society Conference
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• 2006.05a
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• pp.273-276
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• 2006

CMM/CMMI 와 같은 프로세스 모델의 등장으로 소프트웨어 프로세스 개선에 대한 원리와 방법은 인식하였으나 현실에 적용하여 성과를 창출하기에는 상당한 어려움을 겪어왔다. 이러한 문제를 해결하고 개발자와 개발팀 차원에서 CMM/CMMI 의 목표와 프렉티스를 구현하기 위해 SEI(Software Engineering Institute)에 의해 PSP/TSP 가 개발되었다. 이렇게 PSP/TSP 가 개인과 팀차원에서 소프트웨어 개발에 사용될 수 있는 구체적인 기법들을 기술하고 있지만 일반적으로 PSP/TSP 에서 수집되는 메트릭에 대한 분석기법은 여전히 부족하다. 따라서 PSP/TSP 수행시 발생할 수 있는 문제를 방지하고 프로세스가 변경되고 유지 관리될 수 있도록 하기 위해서는 6 시그마의 다양한 통계 기법과 의사 결정도구의 사용이 필요하다. PSP/TSP 는 6 시그마가 성공적으로 적용될 수 있는 정량적인 기반을 개인과 프로젝트 차원에서 제공한다. 이에 대해 6 시그마는 PSP/TSP 에서 식별된 문제의 원인을 파악하고 분석하기 위해 필요한 분석도구와 통계적 기법을 제공하고, 문제를 방지하기 위해 프로세스가 변경되고 유지 관리될 수 있는 프로세스 관리 방법론을 제공한다. 따라서 본 논문에서는 PSP 의 각 프로세스에서 활용될 수 있는 6 시그마 도구를 식별하고 활용 가이드라인을 제시함으로써 개인과 팀 차원에서의 프로세스 개선의 수행을 지원하며 팀 차원에서 발생할 수 있는 이슈를 6 시그마의 분석, 정량화 도구를 사용하여 개인 또는 팀의 성과를 향상할 수 있는 방법을 모색해본다.