• Korea Journal of Hospital Management
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• v.17 no.2
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• pp.103-111
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• 2012

• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.129-135
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• 2005

This paper proposes the interated and balanced project management system for software and IT by considering BSC, MBNQA, ISO 9001, Six Sigma, CMM and SPICE. This system can be extended to assess the various project management practices.

• Industrial Engineering and Management Systems
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• v.7 no.3
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.27-34
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• 2002

Utilizing information and knowledge is one of the major objectives in the management of construction firm. This trend has been developed both inside of the firms and overall industry-wise. Therefore conventional methods of performance evaluation based on the financial statements such as balance sheet under GAAP(Generally Accepted Accounting Principles) are not sufficient to cover various Performance of constriction firms. Core competency of construction firms needs to be evaluated by the new performance evaluation model. In this research, the concept of BSC (Balanced Score Cards) is utilized to develop the performance evaluation model for construction firms considering four major performance indicators including financial perspective, customer perspective, learn and growth perspective, anti internal business perspective. A model of performance evaluation including criteria is proposed to evaluate construction firms based on their vision and strategy.

• Journal of Digital Convergence
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• v.12 no.11
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• pp.159-169
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• 2014

I Bank, which is domestic one, has implemented a performance management system based on the balanced scorecards (BSC). The purpose of this study is to understand the status and seek improvements of the performance management system of the bank. To achieve the purpose, this paper makes study about the earlier researches and does empirical study based on the questionnaire survey analysis. After figuring out issues, this paper proposes improvements to operate the performance management system using BSC more properly. The Journal of Digital Policy & Management. This space is for the abstract of your study in English.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.189-192
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• 2004

최근 국내외적으로 성과측정/ 관리(Performance Measurement/ Management)와 관련하여 BSC(Balanced Scorecard)를 도입 ${\cdot}$ 운용하거나, 도입 ${\cdot}$ 운용을 검토하고 있는 기업이나 조직의 수가 크게 증가하고 있다. 그런데 BSC는 중대한 한계를 가지고 있다. 즉 성과를 측정하는 4가지 관점, 즉 '재무적 관점', '고객 관점', '내부업무 관점', 그리고 '혁신 및 학습 관점'과 각 관점의 측정 기준들 간의 중요도 산출이 매우 중요함에도 불구하고 합리적, 체계적 산출 방법을 결하고 있어 그 효용성을 크게 감소시키고 있다. 이의 극복은 BSC의 효용성을 제고하기 위해 긴요한 바, AHP(Analytic Hierarchy Process)의 적용이 매우 유력한 해결책이 될 것으로 판단된다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.10a
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• pp.217-220
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• 2005

과학기술이 국가경쟁력에서 차지하는 비중이 높아지면서, 국가 차원에서 과학기술역량의 확충을 위한 다양한 정책적 노력이 경주되고 있으며, 그 일환으로 정부연구개발사업과 관련된 예산도 지속적으로 증가하여 왔다. 이와 함께 최근 들어 공공부분에 책무성(accountability)에 대한 논의와 함께 성과주의 제도의 적극적인 도입이 검토되고 있다. 특히 다양한 특성을 가진 많은 정부사업들이 적절하게 추진되고 있는지 그 성과를 측정하고 관리하는 것은 책무성의 이행이라는 측면에서 상당히 중요하다. 이에 따라 성과를 보다 명확히 측정할 수 있는 도구의 필요성과 함께 균형성과표(Balanced Scorecard: BSC)가 새롭게 조명을 받고 있다. 본 연구에서는 BSC의 기본모형을 확장하여 정부연구개발사업에 적용해 보고자 한다.

• Journal of Information Technology Services
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• v.5 no.1
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• pp.35-46
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• 2006

In recent years, academic scholars and practitioners have given increasing attention to the importance of strategic performance measurement systems including both financial and non-financial performance metrics. The Balanced Scorecard (BSC) is known as integrated performance management framework that helps an enterprise to translate strategic objectives into relevant performance within an organization. While the current literatures and management articles offer BSC design and implementation. there are few reports of detailed validation of using the rationalized sets of CSF (Critical Success Factors) and KPI (Key Performance Indicators) for the Korean construction industry. This paper first propose the perceived sets of CSF/KPI using current literatures and validate with a major construction company's executives and senior managers in Korea. The paper then examines whether the perceived sets of CSF/KPI have co-relationships with the firm performances. The results of the research contribute in heightening of competitiveness of the Korean construction companies in strategic and performance management.

• Korean Journal of Community Nutrition
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• v.20 no.6
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• pp.399-410
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• 2015

Objectives: This study aims to identify self-resilience factors that drive right dietary and food safety practices in middle school students. Methods: Data was collected from 438 middle school students in Daegu using a self-administered questionnaire in December, 2013. The questionnaire consisted of 81 items with the following categories: general information, self-resilience, right dietary and food safety practices. Statistical analyses to determine frequency, average, ANOVA, factor analysis, reliability analysis, and regression analysis were performed using SPSS 21. Results: The results of factor analysis indicated that self-resilience was classified into challenge, adaptability, patience and achievement needs, and right dietary practices were sub-grouped into family meals, experience of dietary life, eco-friendly, balanced food, economy and bad food control, and food safety practices consisted of management of bacteria, hand washing and eating off a plate, safety food and food purchasing. The score of right dietary and food safety practices showed significant differences by sex, grade, and school achievement (p < 0.05). The economy factor of right dietary practices was significantly affected by the management of bacteria (p < 0.001), hand washing and eating off a plate (p < 0.001), safety food (p < 0.01), food purchasing of food safety practices (p < 0.05). The challenge factor of self-resilience significantly affected family meals, experience of dietary life, balanced food, economy, bad food control, management of bacteria, hand washing and eating off a plate, and safety food (p < 0.05). The adaptability factor of self-resilience was associated with factors such as eco-friendly, balanced food, economy, bad food control, management of bacteria, hand washing and eating off a plate, and food purchasing (p < 0.05). Conclusions: This study suggests that dietary education programs for middle school students could incorporate food safety practices, and self-resilience such as challenge, adaptability, patience and achievement needs to be effective.

• The Journal of Information Systems
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• v.17 no.3
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• pp.205-233
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• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.