• Journal of Korean Society for Quality Management
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• v.30 no.2
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• pp.1-10
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• 2002

A performance evaluation model of an R&D module in the quality management system for M Company Is constructed using QFD. The company produces telecommunication devices and employs the performance evaluation model based on ISO 9000 family. However, the model has some problems, one of them is that all check items are regarded as equally important Customer requirements are gathered from internal customers and QFD is utilized to obtain weights for each check item.

• Nuclear Engineering and Technology
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• v.33 no.3
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• pp.339-348
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• 2001

NSSS Control Systems automatically mitigate transient conditions and leads to a stable plant condition without operator actions when a transient occurs during normal power operation. In this paper, the function and performance of NSSS control systems were examined and evaluated by comparing the predicted results with the measured data for the selected events. Loss of a Main Feedwater Pump and Load Rejection to House Load Operation events were selected for the evaluation among the transient tests peformed during the Power Ascension Test (PAT) of UCN unit 4. The overall schematic control actions of NSSS control systems can be evaluated easily through the observation of these two typical events. The selected events were analyzed by the KISPAC computer code[l] which had been used in developing the control logic and determining the control setpoints during the plant design. Additionally, the performance of FWCS during low power operation was evaluated. The result of evaluation showed that the NSSS control systems were designed properly and the performance of the NSSS control systems was excellent and also the computer code had a good prediction capability.

• Korean Management Science Review
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• v.29 no.1
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• pp.15-32
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• 2012

Previous studies have examined the relationship between corporate social responsibility and corporate's business performance (especially, consumers' corporate evaluation). According to them, the corporate social responsibility influences the consumers' corporate evaluation. A small and medium sized company as well as a large company is asked to conduct socially responsible actions, however, it is not easy to find a study that focuses on whether the effect of the corporate social responsibility on the consumers' corporate evaluation is different by the size of company. In this paper, we classified the corporate social responsibility into the four dimensions (economic responsibility, legal responsibility, ethical responsibility, philanthropic responsibility), and investigate the differences between a small and medium sized company and a large company in the effects of the four dimensions on the consumers' corporate evaluation. We showed that the each dimension of the corporate social responsibility had an positive effect on the corporate image regardless of the size of company. In addition, we demonstrated that the effects of the four dimensions on the company image were different by the size of company; The legal responsibility and ethical responsibility are more influential to the corporate image of a large company than to that of a small and medium sized company, however, the effects of economic responsibility and philanthropic responsibility are not different by the size of company.

• IE interfaces
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• v.23 no.4
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• pp.275-285
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• 2010

In complex industrial world, many companies make every effort to analyze their competition capability through various performance evaluation tools to cope with rapidly changing business environment. Among evaluation tools the balanced scorecard (BSC), put forward by Kaplan and Norton in 1992, is a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. The BSC tool offers a comparative advantage over others to evaluate the objective achievement of a company by linking its strategic objectives with operational KPI. In this paper, we introduce a case that the BSC performance evaluation system was implemented based on product data management and applied it to the business process. Specially, we shows a implementation procedure to derive discipline-specific topics and key performance metrics.

• Proceedings of the Korean Nuclear Society Conference
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• 2001.10a
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• pp.85.1-85
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• 2001

• Proceedings of the Korean Nuclear Society Conference
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• 2004.10a
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• pp.207-208
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• 2004

• Proceedings of the Korean Nuclear Society Conference
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• 2005.05a
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• pp.167-168
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• 2005

• Journal of Information Technology Services
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• v.20 no.2
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• pp.57-76
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• 2021

Today's ERP system has become a core system of IT·SW that not only supports and manages enterprise resources efficiently, but also encompasses major business tasks. In other words, the ERP system is an essential strategic element for the survival of a company as a powerful means to innovate the management of an organization. This study analyzed the impact on the utilization of IT·SW from the perspective of the entire organization's process without limiting the performance evaluation of the ERP system itself, which is a core system of a company. The measurement data for evaluating the performance of the ERP system was the 2018 domestic company IT·SW utilization survey result report (subject to survey : 3,017 domestic companies with 10 or more employees). Based on this data, this study analyzed the impact of the ERP system on the entire enterprise's IT·SW utilization. In particular, attention was paid to whether there would be a difference in the use of IT·SW if the type of ERP system introduction was changed through the improvement of the business process of the company. Multiple regression analysis was performed using the statistical package SPSS 25. As a result, among the ERP system introduction types, the greatest degree of (+)influence on the company's IT·SW utilization is when the ERP package SW or ASP service is used as it is. Although the difference is insignificant, the second case was to build an ERP system through self-development or outsourcing, followed by customizing the package SW or system through self-development or outsourcing. Through the results of this study, it is expected that the organization will improve the business process and use the standard ERP package SW as it is without modification, thereby effectively enhancing the use of IT·SW of the company and leading to management performance.

• Journal of Korea Technology Innovation Society
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• v.1 no.1
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• pp.117-124
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• 1998

Corporations are pursuing maximum returns from their R&D investment. They are also interested in sound measures to quantify returns. In fact, they use various measures and criteria for measuring returns from the R&D investment. But the fundamental problem is that there is no generic and widely acceptable measures and criteria. To make things more complicated, measures are very powerful and influential to the people in the corporations. Herbert Simon already indicated that people do many things but people usually do their best for the only tasks which are measured. Many researchers, like Chester(1995), are interested in R&D productivity measures and risks because what the company measures really influence R&D people and output. This article present design concepts of the R&D project selection and evaluation system in POSCO(Pohang Iron & Steel Company). This is an output extract from the 6-month joint activities with POSRI(POSCO Research Institute) researchers and POSCO R&D personnel. Process changes, new organizations and new selection and evaluation criteria are developed to improve R&D performance and to enhance technology management of the POSCO. This article covers new selection and evaluation criteria only. We would like to share our experience about how we redesign the selection and evaluation of R&D projects. We also bring insights how we seamlessly integrate 4 different project selection and evaluation steps as a whole. We hope that this case will give you a clue to improve your R&D management.

• International Journal of Quality Innovation
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• v.1 no.1
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• pp.75-80
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• 2000

Objective evaluation is necessary for the company to know the level of its TQM activity and to improve it. This article proposes self-evaluation model for TQM activity through comparison study of the examination viewpoints for the Deming Prize with criteria of the Malcolm Baldridge National Quality Award. Proposed self-valuation model consists of three evaluation categories i.e. management system, management performance and survey/audit system. Evaluation on these categories is done for process and performance by using scoring method. This self-evaluation model is useful for checking the progress of TQM and make company recognize the strength and weakness of its TQM activity, namely, positioning analysis.