• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.31 no.3
• /
• pp.35-42
• /
• 2008

In the national economy, rate of service industry is going up to compare with manufacture industry. In spite of getting lots of results to be introduced 6 sigma methodology in Korea, many service companies is suffering with trial and errors. Also 6 sigma isn't settled perfect yet. The reason for that, 6 sigma have been applied to various service without considering. Therefore, this research shows to you right practice plans for service industrial classification to check structural features and difference. So this research seeks methods for revitalization of 6 sigma methodology in service industry after checking existed research, case study for companies to be applied by 6 sigma. As the result, service industry is forecasted to contribute greatly in economic growth and employment enlargement through enlargement of service role in manufacturing industry production as well as by itself.

• Journal of the Korea Safety Management & Science
• /
• v.5 no.2
• /
• pp.215-223
• /
• 2003

GE, as well as Motorola, TI, HP, ABB, and other companies, which have several suppliers from all of the world, adopted an innovation program called 6 Sigma, in order to make fundamental changes in the way they operated to fulfill customers' expectations and to evaluate and control their suppliers. Recently, as the 6 Sigma is being recognized as elementary and strategic means to improve the effectiveness of SCM(Supply Chain Management), there may be few business who does not operate 6 Sigma innovation program. Under such a circumstance, this study is aimed at expediting 6 Sigma pervasion by considering supplier evaluating scheme. It is recognized that this evaluating mechanism can be used as a great tool for the everlasting run of 6 Sigma in Korea.

• Proceedings of the Korean DIstribution Association Conference
• /
• 2000.10a
• /
• pp.187-205
• /
• 2000

6 Sigma movement is the quality innovation activity which Motorola, a nineteen eighties' top-ranking American company of electronics and communication, has started to survive the Japanese companies' frightening gami-gaze. In early days, it's just applicated for reducing customers' complain by eliminations inferior goods centering round producing activity and filling up the competitive market's demand for price and delivery deadline. Nowaday, 6 Sigma application has created a boom extending to a company's most activity fields without any exact scrutiny of 6 Sigma. Although 6 Sigma movement starts from the question of what customers want not by cutting off the inferiority rate but by cutting out causes of producing inferior goods, the service industry has a special character that makes it difficult to compute the level of Sigma. Thus this research examines suitability for introduction of 6 Sigma to the Service Industry.

• Journal of the Korea Safety Management & Science
• /
• v.7 no.1
• /
• pp.87-100
• /
• 2005

This paper studies on the quality problem for the Reley using the 6 sigma process. The application of 6 sigma process suggested reliable and valuable statistical data for the quality of the Relay at the production line. In the measurement step in 6 sigma process, the FMEA(filure mode effect analysis) were used for the detection of problem source. The application of 6 sigma process gave the improving method for the quality of the Relay. Consequently the 6 sigma process was proved very effective for the quality problem reducing at the production line.

• Journal of Korean Society for Quality Management
• /
• v.32 no.1
• /
• pp.1-20
• /
• 2004

Six sigma has been the most influential management innovation program since 1996 in Korea. As a result of successful implementation of 6 sigma, there have been a number of dramatic quality improvement cases. However, no empirical study of 6 sigma implementation study has done especially in the service industry of Korea. This article reviews status of finance companies which implemented 6 sigma programs in Korea and then demonstrates the relationship between 6 sigma problem solving tools such as analysis of variance and graph techniques, etc and project success and operational performance. Customer survey tools, process analysis, and documentation tool are identified as influential tools on project success. Tools of measure steps, customer survey tools, and documentation tool are found as influential tools on operational performance.

• IE interfaces
• /
• v.16 no.spc
• /
• pp.1-6
• /
• 2003

This study deals with the problem of selecting 6 sigma projects. Traditionally, such selection was based on CTQ (critical to quality) or COPQ (cost of poor quality) derived within business units. Since the objective of 6 sigma is to achieve business goals in a short period, 6 sigma projects should be selected and carried out in coincidence with the whole company's strategies. This paper proposes two methods of selecting 6 sigma projects: one is to identify CTQ's by analyzing the company's BSC's (balanced score card) and then deploying them into subunits of the company and the other is to identify those projects with large hidden COPQ or cost of waste by applying value stream analysis and process model simulation to derive process cost models.

• Proceedings of the Korean Society for Quality Management Conference
• /
• 2007.04a
• /
• pp.498-502
• /
• 2007

The objective of this study aims at proposing a method of Supply Chain Management using Six Sigma. Six Sigma is at the top of the agenda for many companies that try to reduce cost and improve productivity. This paper explains how Six Sigma can be integrated and processed with Supply Chain Management.

• Journal of Korean Institute of Industrial Engineers
• /
• v.32 no.4
• /
• pp.323-337
• /
• 2006

Samsung, recognized as a global leading company, has huge and complex supply chain structures and has been improving them continuously for its fast-growing global businesses. SCM 6 Sigma is the state-of-the-art methodology developed through a combination of SCM innovation concepts accumulated from SCM Business Group in Samsung SDS and 6 Sigma which has successfully settled down as the management innovation tool for many companies in Samsung. The ultimate goal of SCM 6 Sigma is to train and develop future supply chain leaders who are more capable of leading SCM innovations. By leveraging the established 6 Sigma Belt System, Samsung aims to alleviate a shortage of SCM talents that has been a bottleneck in improving SCM performances at its group companies. This explains why SCM 6 Sigma is created. SCM 6 Sigma is the unique and critical component for Samsung to implement its various strategies for continuous improvement of its operations at a higher level of effectiveness and systematically as well. In return on these efforts, many SCM innovation projects have been successfully executed through SCM 6 Sigma up to today. In this paper, we introduce the methodology and explain the business rationale behind it together with its deployment case.

• Korean Institute of Interior Design Journal
• /
• v.16 no.2 s.61
• /
• pp.322-330
• /
• 2007

Because 6sigma is doing innovative success In management whole, estimate that can exert direct effect in interior Design management. Therefore, this study did by purpose that 6sigma that is scientific method that do customers satisfaction by ultimate purpose acts as basic study that can heighten practical use Possibility and result of interior Design management and value by interior design standardization process. Need to use marketing data that is scientific design component at schematic design step for successful interior design that can improve result. Hereupon, this study is doing to big dimension that utilizes 6sigma and makes standard process of only Interior Design, and did to dimension that present study phase verifies if '6sigma' is practical use possibility by intoner design process. Did by method that verification method of 6sigma practical use possibility analyzes "Information transmission efficiency improvement of department store display space" 6sigma project example. When see that example project is analyzed on Improvement constituent that "Design improvement" out of Vital few Xs of statistical analysis item must heighten the customers satisfaction rate conclusively, target process might be established because design becomes center of gravity if did design improvement very first time. Finally, possibility that 6sigma can utilize in process of interior design is verified, and it is scientific methodology that can utilize to all business members that there are not any special category of business even if is in practical use. Such scientific 6sigma method need persistent study that make standard process analyzing a lot of problems that is expected to be beaconed and happens substantially in here after to management development of interior design.

• Korean journal of food and cookery science
• /
• v.24 no.6
• /
• pp.818-828
• /
• 2008

A recurrent theme within the literature on the 6 Sigma program is the study of its effect on organizational performance. Therefore, the aim of this study was to investigate the effect of 6 Sigma on culinary quality performance, work commitment, and customer loyalty in the culinary division of hotels and family restaurants. The samples of this study included the employees of the culinary division of hotels and family restaurants that implemented or were about to implement the 6 Sigma program. A total of 248 questionnaires were analyzed with statistical methods of factor analysis, reliability test, and regression analysis. The findings of this study showed that the 6 Sigma program affected the culinary quality performance and work commitment of culinary division employees. Also, the 6 Sigma program, culinary quality performance and work commitment affected customer loyalty. Furthermore, work commitment affected culinary quality performance. Based on these research findings, it is required that the culinary division of hotels and family restaurants should incorporate the 6 Sigma program. For this purpose, good quality data should be collected with sufficient preparation procedures, and task force team should be made. Moreover, experts in this field should be cultivated, with the training of employees in mind. It is also crucial that the current quality of product and services be measured and that all the employees of the culinary division participate in the implementation of the 6 Sigma program. The intervention and heavy participation of the top management and head of the culinary division is expected for the successful implementation of 6 Sigma program.