• International Journal of Quality Innovation
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• v.9 no.1
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• pp.94-102
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• 2008

When facing the global severe competition, the enterprises all try their best to upgrade the quality, reduce the costs to reach the goal of customer satisfaction. Motorola was the earliest firm creating the term Six Sigma (6 ${\sigma}$); GE was the enterprise successfully fulfilling Six Sigma. The success of these two firms revealed the prominent effects and became the world-class model enterprises. The main purpose of promoting Six Sigma activity was to reduce the possible defects in the business process to the least through designing and monitoring business process in order to reach the goals such as the best quality and efficiency, the lowest costs, the shortest circular process time, maximum profits and customer satisfaction. This research used the Six Sigma technique to improve the business process of ceramics manufacturing plant and find out the major factors of slower core task time by the analytical process of Process Mapping, Pareto Chart, Simu18 simulation software and figures and proposed the improvement measures. Through the confirmation of the case companies, it successfully reduced the core process time and the organizational costs and increased the capacity.

• 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 KSR Conference
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• 2010.06a
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• pp.104-109
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• 2010

Management innovation as a strategic alternative to create competitive advantages in the global market, is being actively progressed by conglomerates such as Samsung, LG and Toyoda as they cut a brilliant figure in the 21 century by using various innovation methods. However, the domestic railway sectors, in particular urban railway depots have neglected management innovation as they undertake Operation and Management in non-competitive settings of a corporate enterprise. This paper analyzes the critical success factors that have switched the most obsolete depots to a benchmark model for domestic railway depots based on the remodeling businesses undertaken in Gunja rolling stock maintenance office, Korea's first urban railway depot, along with 5S 6sigma program.

• 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.

• Information Systems Review
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• v.9 no.1
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• pp.311-341
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• 2007

This paper presents a case study on BSC(Balanced Scorecard) system development of Korea Post as a Korean public firm. BSC models of public or private sector are generally developed in different types due to their different strategic goals. Korea Post as a government firm has dual characteristics of BSC similar to both public and private sector. This firm has the organizational type of public firms, not private firms. To date many government subsidiary organizations have already introduced BSC or are trying to introduce BSC, but have difficulty in developing BSC successfully because of insufficient understanding of BSC. Based on a case study of Korea Post, this study analyzed key success and failure factors and suggested prospects on BSC system development of public firms.