• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.692-698
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• 2005

One of the primary means of achieving global competitiveness is to reduce the COPQ(Cost of Poor Quality). Although the definition of COPQ is not unanimously declared, it is known to be very high but underestimated by the hidden costs due to non-value activities. In any manufacturing or service operations, all actions and resource expenditures should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. In this paper, a management system is developed for evaluating and reporting the COPQ based on the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) roadmap.

• IE interfaces
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• v.18 no.2
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• pp.117-125
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• 2005

One of the primary means of achieving global competitiveness is to reduce the COPQ in our business units. Although the COPQ is not known precisely, it is known to be very high. Also, it may be underestimated by the hidden costs due to non-value added activities, such as potential lost sales, costs of redesign due to quality reasons, and extra manufacturing costs due to defects, etc. In any manufacturing or service operation, all actions and resource expenditures of a company should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. In this paper, a management system is developed for evaluating and reporting the COPQ in our business units, based on the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) roadmap.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.35-38
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• 2004

Global competitive pressures are asking industrial companies to find the best way to meet their customer's requirements, reduce the costs of products, and increase productivity. Quality improvement has been proposed and implemented as a primary means of achieving these purposes. The quality improvement usually includes a goal of reducing the costs due to poor quality. While these costs of poor quality (COPQ) are not known precisely, they are known to be very high. Also, they may be underestimated by the hidden costs due to non-value activities, such as potential lost sales, costs of redesign due to quality reasons, and extra manufacturing costs due to defects, etc. In any manufacturing or service operation, all actions and resource expenditures of a company should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. Some companies did use dashboards to understand and identify value added or non-value added activities in order to reduce or eliminate wastes. These dashboards must be properly designed to consider inherent differences in manufacturing or service operations among business organizations. In addition, a structured quality improvement program such as the Six Sigma must support these dashboards. In this paper, a case study of designing dashboards for evaluating and reporting the COPQ in business units is presented.

• Proceedings of the Korean Society for Quality Management Conference
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• 2007.04a
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• pp.9-17
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• 2007

6시그마는 기업의 경영성과를 극대화를 위해 개발된 경영전략 방법론으로 알려져 있다. 기업이 경영성과의 극대화를 위해서 추구하는 것은 "이윤 추구"가 목표이다. 그래서 기업은 시장 점유율 확대를 위해 매출향상과 이익확대 및 원가절감을 위해 지속적으로 경영혁신활동을 추진하고 있다. 6시그마를 추진하는데 있어서 3P(Project, People, Process)가 6시그마 성공에 있어서 가장 핵심적인 요소다. 이는 능력 있는 조직구성원으로 하여금 문제해결을 통해 기업이 달성하고자 하는 목표를 달성하기 위해 프로젝트를 수행한다. 하지만 모든 프로젝트의 효과가 원가절감 또는 이윤 추구에 영향을 주는 것은 아니다. 경영성과를 극대화하기 위한 프로젝트는 재무성과 중심의 과제가 선정이 되어야 하고 그 재무성과는 품질비용(COPQ) 분석을 통해 도출될 수 있다. 본 연구는 K사에서 수행했던 프로젝트의 재무성과를 분석하여 품질비용(COPQ)이 프로젝트 효과에 미치는 영향을 조사고 향후 수행되는 프로젝트의 재무성과를 극대화하기 위한 프로젝트 선정의 효과적인 방향을 제시하고자 한다.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.95-99
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• 2004

장기수명특성 분포를 나타내는 제품의 유효수명 예측은 경험적인 Data와 현장정보만으로는 한계가 있으며, 이러한 한계를 극복하기 위해서는 초가속수명시험을 근거로 하는 유효수명예측이 반드시 필요한 상황이다. 그러나, 현장의 문제점은 이러한 사실을 바탕으로 하더라도 MTTF 혹은 MTBF, 심지어 Br수명분포까지도 제품 유효수명과의 상관관계가 어떻게 분포하는지에 관해 정확한 GUIDE LINE없이 적용하는 문제로 인하여 기업의 COPQ 부담이 증대하고 있다. 따라서 본 연구에서는 기업의 COPQ부담을 경감시키고, 제품의 유효수명예측의 정밀도를 향상하기 위한 대안으로서 HALT와 제품유효수명간의 상관관계를 규명하는데 주력하였다.

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

• The Monthly Technology and Standards
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• s.92
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• pp.8-10
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• 2009

• Journal of Korean Society for Quality Management
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• v.34 no.3
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• pp.51-61
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• 2006

This paper is dealing with a 6 sigma application in chemical industries. The company is enterprise which produce PR that is semiconductor material. CTQ is consisted of thickness (Big Y$_1$) and EOP (Big Y$_2$). After 6 sigma improvement activity that thickness (Big Y$_1$) improved from 0.98 sigma to 2.80 sigma and EOP (Big Y$_2$, energy optimizer) improved from 1.53 sigma to 3.98 sigma. The effectiveness of financial scope reduced 58,200,000 won of COPQ. But there are some problems to enforce 6 sigma in small enterprises. First, it is a lack of complete charge manpower enforcing S sigma activity. Second, it is a lack of professional knowledge of project leaders. Third, the passion of sponsorship (champion) is a lacking. Nevertheless useful tool was certified so that 6 sigma achieves quality reform in small enterprises.

• Journal of Korean Society for Quality Management
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• v.39 no.1
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• pp.131-140
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• 2011

Today, due to the global recession car sales have been decreased rapidly and auto makers are competing continuously to expand their market share. Automakers are struggling in order to secure competitive cost and quality through continuous cost reduction and quality innovation activities to win in the competition. In this situation, auto parts makers are trying to reinforce price competitiveness by reducing COPQ (Cost Of Poor Quality) in the mass production stages by securing the quality of components in advance from the design stage through DFSS (Design For Six Sigma) activities which is 6 sigma approach in the R&D field. However, auto parts makers have been undergone various confusion, feeling difficulties to get interrelationship among various activities. Thus, this study is going to suggest approach method for much more effective R&D activities by securing interrelationship between ISO/TS 16949 system established in the auto parts industry and DFSS activities.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.9-12
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• 2004

본 논문에서는 기존 프로젝트 선정에 이용되던 COPQ, VOC/VOB 방식대신 기업의 총생산성에 많은 기여를 하는 프로젝트를 도출, 선정할 수 있도록 하는 TP 전개(Deployment) 방식의 프로젝트 도출, 선정 방안을 제안하고자한다.