• 품질경영학회지
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• 제32권3호
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• pp.216-233
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• 2004

The real estate management includes not only the brokerage, property management, development, investment and consulting which are related to real estate handling, but also the human resources who deal with the real estate business. The level of management quality of Korean real estate business is rather poor. This paper deals with management innovation of real estate management using Six Sigma methodology The main focus of this Paper is to develop strategy Planning, and is to select critical success factors for each strategy to make an advanced management system for real estate business. This paper is a case study, and the target company for this innovation is ERA-Korea Company. Seven strategies are proposed, and for each strategy several critical success factors are suggested. Through this case study, the authors hope that a management quality model for real estate business is proposed, and an improved management method can be adopted in the other real estate companies.

• 디지털융복합연구
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• 제8권2호
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• pp.177-188
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• 2010

이 논문은 회사 규모에 따라 식스시그마를 채택한 조직의 높은 업무성과에 기여한 성공적 요소들 사이의 차이점을 찾아 실증적 분석을 하는데 목적이 있다. 본 연구는 고객 관점에서 이러한 요소들이 마케팅 업무성과에 영향을 미쳤는지 아닌지 실증적으로 분석하는데 초점을 맞추고 있다. 이를 위하여, 설문조사는 식스시그마를 실행하고 있는 구미 국가공업 단지내에 위치한 대기업 및 중소기염을 대상으로 조사 하였다. 따라서, 공급자의 관점에서 회사 규모, 마케팅 업무성과의 차이에 따라서 품질 성과의 차이를 실증적으로 증명하였다. 이론적인 모델을 기초로 아홉가지의 가설들이 만들어 졌고, 식스 시그마를 실행하는 회사에서 250명의 직원들을 대상으로 설문조사를 실시 하였다.

• 품질경영학회지
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• 제34권4호
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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.

• 한국산학기술학회논문지
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• 제19권5호
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• pp.527-536
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• 2018

본 연구는 중소 벤처기업의 6시그마 혁신 성공요인을 도출하기 위해 실증 조사하였다. 분석결과 총 4가지 요인 20개 문항 중 도출된 중요도를 보면 경영자 지원 요인에서의 당해 기업의 비전이 제 1순위로 나타났으며, 그 다음으로 프로그램구성, 열정적 지원, 높은 성과 보장과 품질활동지속 순으로 나타났다. 이는 전 조직 구성원에 공유될 때 구성원 모두 하나의 공동체로 회사에서 제시하는 비전 아래 일치된 목표 의식을 가지고 구조화된 시스템에 의한 프로그램의 운영이 가능해진다. 또한, 전사적 회사차원에서의 열의를 갖고 지원과 동시 공유자들의 6시그마 혁신적 노력에 걸맞은 높은 보상이 뒤따를 때 높은 성공을 이룰 수 있음을 시사한 것으로 평가할 수 있다. 이 같이 중소 벤처기업의 기술 경쟁력이 갈수록 치열해지는 환경에서 첨단 정밀 부분의 6시그마 활동 또한 더욱 활발한 활동 전개를 해야 한다. 그리고 핵심 소수 조직과 구성원에 의해 운영되는 중소 벤처기업 조직 특성에 맞는 전사적 차원의 운영 몰입과 높은 자긍심에 의한 일치된 비전 공유로 소규모 조직에 적합한 틈새전략으로써 6시그마 운동 전개가 되어야 할 것이다.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• 품질경영학회지
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• 제31권4호
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• pp.81-94
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• 2003

6 시그마는 세계 초우량 기업들뿐만 아니라 한국의 우수한 기업들에 의해서 이미 도입되고 추진되고 있다. 6 시그마는 제품 및 서비스의 품질뿐만 아니라 판매와 구매, 그리고 회계 등 경영의 모든 프로세스에 총체적으로 접근하는 경영혁신활동이다. 6 시그마는 고객의 관점에서 품질문제를 과학적으로 접근하여 품질로 인한 대규모의 손실비용을 제거함으로서 경영이익 극대화를 추구한다. 본 연구에서는 6 시그마의 중추적 역할을 하고 있는 블랙벨트를 통해 6 시그마 성공의 핵심요인을 실증적으로 도출함으로써 6 시그마가 한국기업에 정착되기 위한 방향을 제시하고자 한다. 6 시그마를 도입하여 추진하고 있는 국내 기업들을 대상으로 6 시그마 성공의 핵심 요인을 분석한 결과, 최고경영층의 리더십과 6 시그마 활동에 대한 보상 및 인센티브가 가장 중요한 요인이라고 분석되었다. 그리고 블랙벨트의 관점에서 공정유형과 추진단계별로 6 시그마 핵심요인간에 차이가 있는 것으로 나타나 유의한 연구결과가 도출되었다.

• 대한산업공학회지
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• 제32권4호
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• pp.279-290
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• 2006

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

• 한국신뢰성학회지:신뢰성응용연구
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• 제6권3호
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• pp.239-254
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• 2006

In this research, first, the effect of Six Sigma activities and business performance will be checked based on case studies involving companies adopting Six Sigma and, secondly, the Six Sigma training effectiveness, Customer Satisfaction and Financial Performance, etc, will be evaluated to find out how related to Six Sigma Implementation. Finally, Six Sigma's Implementation Categories will be analyzed. The method used in this research was to select the research model and research hypothesis based on theoretical studies and the interesting aspects of the recent Six Sigma, along with case studies and research based on actual proof. Case studies and research based on actual proof showed that among 11 companies analyzed, a total of 11 companies obtained good results, and KIs were found to be factors of their success.

• 한국산학경영학회:학술대회논문집
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• 한국산학경영학회 2005년도 추계학술발표대회 발표논문집
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• pp.97-114
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• 2005

• 품질경영학회지
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• 제30권3호
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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.