• Journal of Distribution Science
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• v.22 no.6
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• pp.23-32
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• 2024

Purpose: Trade in small and medium businesses must improve innovation performance before and after the COVID-19 pandemic. The requirement for rapid innovation is being able to compete and survive post-pandemic. This research attempts to investigate the influence of organizational forgetting, knowledge management, and business agility in distributing innovation performance improvementsto SMEs in Tasikmalaya, Indonesia. Research design, data and methodology: In this research, a structural equation modeling approach with SmartPLS was applied. This research used 221 Tasikmalaya SMEs as samples. The findings of this study show that SMEs are still underrepresented in technological advancement. Results: Organizational forgetfulness does not have a significant impact on innovation performance, nor does it have an indirect impact through knowledge management. Business agility, on the other hand, has a significant indirect effect on innovation performance. Knowledge management does not have a significant and direct impact on innovation performance, but business agility has a significant impact. Conclusions: Efforts to enhance SMEs' trade must be willing to challenge the status quo or abandon knowledge that is no longer relevant to current developments to improve business agility and innovation. Technology-oriented SMEs can quickly become agile by implementing organizational forgetting. SME owners must be willing to adapt to technological advances to adopt organizational forgetfulness.

• 한국경영정보학회:학술대회논문집
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• 2007.11a
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• pp.29-34
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• 2007

본 연구는 공급사슬관리를 도입하고 있는 우리나라 기업에서 제품특성과 공급사슬 형태의 연계, 공급사슬 형태와 채널파트너와의 연계가 어떻게 공급사슬 성과에 영향을 미치는지에 대한 연구이다. 제품은 수요패턴을 기준으로 기능적 제품과 혁신적 재품으로 나눌 수 있고 이에 적당한 공급사슬 형태는 효율적인 공급사슬과 시장반응적인 공급사슬로 나눌 수 있다. 또한 공급사슬의 형태는 lean supply, agile supply로 나눌 수 있으며 최근에는 동시에 이행되는 leagile supply가 제시되고 있다. 공급사슬관리에서 채널파트너의 강도가 공급사슬의 성과를 결정하게 되는데 이는 필연적으로 공급사슬의 형태별로 달리 나타날 수 밖에 없을 것이다. 이 연구를 통하여 오늘날 기업에서 다양하게 생산되는 제품특성별로 적당한 공급사슬 형태의 연계를 제시하게 될 것이며 특히 leagile인 경우 많은 전략적 시사점을 줄 것이다. 또한 공급사슬특성과 채널파트너 연계에 대하여 살펴봄으로써 공급사슬관리의 성공가능성을 더 높일수 있을 것이다.

• Asian Journal of Business Environment
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• v.2 no.2
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• pp.35-39
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• 2012

Purpose - Today's world is rapidly changing due to swift changes in organization's infrastructures and supply chain is becoming an important factor which affects the organization's global competitiveness. Research design / data / methodology - Researchers indicated that environment uncertainty is considered an external driving force to establish a unique supply chain. Market competition, reducing the gap of performance and quality between the products are compelling the practitioners and researcher to change the paradigm of managing the business processes effectively and efficiently. Results - In old times, supply chain of any organization was measured on the basis of inventory turns, defect rats, lead times, stock buffering and service level. But, Lee H.L. in 2004, published an article in Harvard Business Review who proposed three A (Adaptable, Agile and Aligned) termed as "Triple-A" of successful supply chain. Conclusions - He claimed that organizations can compete through the creation of Triple-A supply chain. Hence, the basic aim of this review paper is to develop basic insights regarding what is Triple-A of supply chain, its importance and functioning in today's competitive world.

• Journal of IKEEE
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• v.26 no.4
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• pp.560-567
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• 2022

This paper proposed an application of agile management method to resolve the electrical system issues identified during the mass production phase of aged aircraft performance improvement. The proposed method was applied from issue analysis to on-site verification and testing stage, before the formal configuration control process. At this time, the project was carried out by setting a sprint period to complete the verification according to requirements through daily scrum and sprint review. As a result, It was verified that the wiring installation of the aircraft, which was the output of the sprint, met requirements within the defined sprint period.

• Proceedings of the Korea Information Processing Society Conference
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• 2007.11a
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• pp.322-324
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• 2007

형상 관리는 형상 관리의 대상이 되는 형상 항목을 선정하여 프로젝트 생명 주기 동안 선택된 산출물의 무결성을 확보하는 활동이다. 반면 짧은 생명주기를 반복하여 고객에게 배포하는 애자일 개발 방법에서는 문서 산출물보다는 구성원의 지식에 기반한 개발을 요구한다. 그러나 애자일 개발에서도 필요한 산출물은 반드시 작성하라고 하며, 그러한 산출물은 형상 관리의 적절한 관리를 통해 무결성을 유지할 수 있는 프로세스가 필요하다. 본 논문에서는 애자일 개발의 기민함을 유지하면서 산출물에 대한 무결성을 확보할 수 있도록 애자일 개발의 대표적인 방법론인 XP에 형상 관리 프로세스를 연구 및 개발하여 그 적용을 제안한다.

• Proceedings of the CALSEC Conference
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• 2004.02a
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• pp.345-349
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• 2004

·Emerging requirements for EC environments ： -At eun-time： Dynamic process composition with various networked resources, i.e., application or participants -At build ＆ maintenance time： Agile technical enhancements. e.g., evolution in standards · Open issues of WfMS(Bussler, 1999： Sayal et al., 2002)： -Heterogeneity ＆ interoperability -Adaptability and flexibility(omitted)

• The Korean Journal of Health Service Management
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• v.7 no.3
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• pp.203-212
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• 2013

Medical devices separated by a committee of the International Electrotechnical Commission IEC TC (Technical Committee) 62 medical electrical equipment being promoted by the International standards. Actually, a lot of standards were existed, but many national and international standards for medical devices were lacking in practical standards that can be applied to their development. Most international standards were focused in electrical and mechanical safety of medical devices. Therefore, there were few practical standards which contain essential performance evaluation. Although medical device regulations do not enforce a fixed lifecycle model, activities are presented in a sequential manner, thus hinting at a waterfall process. Meanwhile, for a decade or more, software teams have benefitted from agile development methods. Several medical device manufacturers have adopted agile practices while keeping development in compliance with regulations, but conflicts arise and decisions have to be taken in favor of agility or formality. However, if there are new practical standards of medical devices, it must be possible to promote the medical devices industry in their nation. To do this, there is a need to develop a new standard could apply to the international market through the analysis of the medical device related technology. Consequently, new standards such as NP (New proposal) or NWIP (New Work Item Proposal) should be developed through international standardization of medical device technology.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1995.04a
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• pp.208-215
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• 1995

Numerous solution methods for scheduling problems such as part dispatching problem, operation sequence problem have been suggested as a means to be embedded in hierarchical or centralized shop floor control. Under the preceding control philosophies, however, response to changes in the shop floor status is quite slow and timely decision is sometimes impossible. Moreover, the control software becomes too large and it is almost impossible to modify the control software when the configuration of the shop floor changes. In agile manufacturing which emerged recently to cope with quick response and easy modifiability when unexpected changes occur, a new control policy is needed. CSCW[Computer Supported Cooperative Work] based shop floor control casts a different view on scheduling problems. Decisions are made locally when requested and useful information is scattered among agents for its efficient use. Adaptation is easy because agents are -'plug compatible or portable. In this paper, scheduling problems occurring under CSCW based shop floor control are identified and characterized. Traditional scheduling problems are reviewed from the CSCW viewpoint. All the control entities involved in the shop floor can be found and used to defined agents. With these entities and CSCW concept, possible scheduling problems are identified.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1995.04a
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• pp.193-200
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• 1995

A shop floor control system(SFCS), a central part of agile manufacturing, performs the production activities required to fill orders. In order to effectively control these activities, CSCW (computer supported cooperative work) is adopted where a supervisor does not exist. In this paper, we define functional perspective of CSCW-based shop floor control using planning, scheduling, and execution functions. In particular, we focus on an execution model that can coordinate the planning and scheduling functions. Execution can be defined informally as a function that downloads and performs a set of scheduled tasks. Execution is also responsible for identifying and resolving various errors whether they come from hardware or software. The purpose of this research is to identify all the execution activities and solving techniques under the assumptions of CSCW-based heterarchical control architecture. This paper also proposes a classification scheme for execution activities of CSCW-based heterarchical control architecture. Petri-nets are used as a unified framework for modeling and controlling execution activities. For solving the nonexistence of a supervisor, A negotiation-based solution technique is utilized.

• International journal of advanced smart convergence
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• v.8 no.3
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• pp.161-166
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• 2019

Viewed in the rate of change in the web environment, it is very difficult to remain the initial planning at the time until the time of launch, and there is a need for a method to accommodate changes and satisfy market demands during the development process. Unlike the traditional waterfall approach of maintaining initial planning, scrum is one of the agile methodologies that enables flexibility to respond to changes in the market and customers' needs and drive customer satisfaction and business success. However, to apply the scrum to a project in actual, the practice method itself is relatively simple but not easy to apply. The reason is that the members of the organization need to understand and participate in scrum's philosophy and principles and the continuous observation and change management should be carried out. Therefore, in this paper, we presented the feature dashboard and customized scrum methodology to enable continuous observation and change management using visibility, and we shared the case that periodically reflected inspection and adaptation with the explanation of the main points. Also, based on the experience with participants, the strengths and weakness of the feature dashboard and the customized scrum methodology are summarized.