• 국제학술발표논문집
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• The 10th International Conference on Construction Engineering and Project Management
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• pp.1323-1323
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• 2024

Since the commercial operation of Kori Unit 1 in 1978, South Korea has been at the forefront of nuclear power plant construction for nearly 40 years. South Korea have constructed 27 nuclear power plants domestically and an additional 4 plants in the UAE. Leveraging this extensive experience, the country has developed and operated a nuclear power plant construction management system with a focuse on procedures and processes development, along with a user-friendly approach. The initial nuclear power plant construction management system operated was NPCS (Nuclear Power Plant Construction System), which was based on drawing inquiries. Subsequently, a system centered on construction project management, known as NPCMS (Nuclear Power Plant Construction Management System), was established and operated. In 2009, through the export of nuclear power plant construction to the UAE, research on advancing construction management led to the implementation of INPCMS(Integrated Nuclear Power Construction Management System), which is functionally enhanced. Over time, in response to changes in the construction environment, demands from international operators, and alignment with global standards, South Korea is in the process of redeveloping its INPCMS. This aims to establish a global nuclear power plant construction management system, outlining key features and future directions.

• 건설관리
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• 제6권5호
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• pp.39-45
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• 2005

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2008년도 정기학술발표대회 논문집
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• pp.44-51
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• 2008

근래에 지식경영이라는 용어는 일종의 캠페인과 같이 다양한 분야에서 다양한 범위와 방법으로 사용되고 있다. 지식경영은 좁게는 지식을 갖춘 개인으로부터 넓게는 조직 내외부를 잇는 네트워크의 개념까지 다루기도 하며, 현재의 특정문제 해결을 위한 특정지식부터 기업이나 조직의 과거성과를 재는 잣대와 미래전략 수립을 위한 키로 활용하기도 한다. 본 연구는 지식, 지식경영, 지식경영 기업에 관한 포괄적인 연구조사를 바탕으로 건설관리 기업을 위한 지식경영모델을 제시하고, 그 중 일부에 해당하는 VE 전문가시스템을 소개하였다. 본 연구의 결과는 현재 지식경영 체제를 위해 노력을 경주중인 건설기업에게는 현재의 지식경영 정책과 방향을 되돌아보며 부족하거나 놓친 부분을 검토할 수 있도록 할 것이며, 지식경영을 도입하려고 준비중인 기업에게는 지식경영 전략을 수립하는데 있어 참고할 수 있는 하나의 대안이 될 것이다.

• 대한안전경영과학회지
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• 제17권3호
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• pp.319-330
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• 2015

This study examines the factors configuration management quality of the construction company, and to analyze the impact of these factors on Project Performance and Company Performance. That quality construction management configuration factors, chief executives, corporate strategy, organizational management, information technology, and partners five variables, Project Performance variables, process management, quality management, cost management, safety management, environmental management five variables, and Company Performance parameters of financial competence and organizational satisfaction, quality of work three variables, the overall causal relationship between the presence of specific activities and management quality, classified according to the size of the company were verified by the difference in impact between the two groups.

• 한국건설관리학회논문집
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• 제6권4호
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• pp.133-141
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• 2005

본 연구는 6시그마 경영기법의 건설업에 대한 적용 성과를 분석하고자 수행하였다. 이를 위하여 S 건설업체의 조직 및 인력별 6시그마 적용 프로젝트의 품질비용을 분석하고, S 건설업체의 임직원들을 대상으로 6시그마 경영에 대한 설문조사를 실시하였다. 위와 같은 목적과 방법에 따라 진행된 본 연구의 결과를 요약하면 다음과 같다. : 1) S 건설업체의 6시그마 경영기법의 도입은 03년과 04년에 걸쳐 258건의 프로젝트를 수행하면서 품질비용 절감효과를 발생시켰다. 또한, S 건설업체는 6시그마 적용 전 시그마 수준이 업무 분야별 평균 2.8이었으나, 적용 후 평균 3.6으로 향상되었다. 특히, 공사 관리 분야는 적용 전 1.3시그마에서 적용 후 2.6시그마로 매우 높은 향상율을 보였다. 2) 6시그마 경영활동에 대한 업무수행 기대성과에 관한 분석결과 대다수의 직원들은 6시그마 경영이 비용절감 효과가 있으며, 품질향상에 도움이 되는 것으로 인식하고 있었다. 그러나 현 시점은 S 건설업체에 있어 6시그마 경영기법의 도입 초기단계이므로 업무처리의 효율성에는 큰 효과를 보이지 않는 것으로 조사되었다.

• 한국건축시공학회지
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• 제5권3호
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• pp.117-124
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• 2005

Quality management in construction industry becomes more significant under the existing conditions such as, increasing higher demand caused by the high value of real estate and extension of the warranty period. Therefore, this study presents the alternative idea related to the current quality management conditions of small and medium construction companies, including the difficulties and problems in qualify management, in order to develop the systematical method for the quality management in small and medium construction company.

• 한국건설관리학회논문집
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• 제8권4호
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• pp.137-145
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• 2007

본 연구는 건설 CRM 시스템의 효과가 주택사업 고객관리시스템에 어떠한 영향을 미치는지를 파악하기 위하여 수행되었다. 즉 건설 CRM 시스템이 주택사업 분양고객의 구전효과와 고객 만족도, 청약 고객의 재방문에 따른 영향을 실증적으로 분석하는데 목적이 있다. 본 연구의 수행을 위해 분양 고객과 청약 고객 각 175명을 대상으로 분석하였다. 건설 CRM 시스템은 서비스품질 요인에 입각하여 유형성, 신뢰성, 응답성, 확신성, 공감성 등으로 측정하였고 효과검증 변수는 고객 만족도, 구전 효과, 재방문으로 측정하였다. 실증 분석 결과, 부분적 채택으로 나타났다. 즉 건설 CRM 시스템은 분양 고객과 청약 고객의 구전효과, 만족도, 재방문 의사의 향상을 도와 궁극적으로 건설회사의 경영성과 향상에 기여할 수 있는 경쟁력 있는 경영도구로의 활용가능성이 큰 것으로 나타났다. 또한 본 연구는 건설 CRM 시스템의 효과를 실질적으로 검증함으로써 건설 CRM의 필요성과 발전 가능성을 제시하였다.

• 국제학술발표논문집
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• The 10th International Conference on Construction Engineering and Project Management
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• pp.1289-1289
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• 2024

As the construction industry has recently transitioned to smart construction, the importance of project management using Building Information Modeling(BIM) is increasing. BIM and Construction Management(CM) share integrated management of various information that may arise in a project, allowing BIM to be utilized in various ways in CM. In this study, an Analytic Hierarchy Process(AHP) survey was conducted targeting BIM users at CM companies. The items of the AHP survey were divided into company-level factors and project-stage factors of BIM to measure utilization. This study analyzes the importance of BIM utilization factors used by CM companies through an AHP survey of BIM users and identifies the current status of the most utilized BIM. As a result of the AHP survey of company-level factors, the BIM application project showed the highest importance for BIM activation in CM. Furthermore, as a result of the AHP survey of factors by project stage, constructability review, interference review, and design change management showed the highest importance in that order. This implies that for BIM to be activated, CM companies need to increase the number of BIM-applied projects. Additionally, besides the factors most commonly used in current practice, there is a need to examine whether there are fewer factors utilizing BIM in a variety of applications. This study is expected to contribute to the activation and introduction of BIM in future construction project management.

• 한국안전학회지
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• 제11권1호
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• pp.99-107
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• 1996

This survey is to compare the the number of accidents which were occurred in 24 construction companies with the average accident in construction industry. The number of accidents in 24 companiesis is lower than the average accident, then it is classified "save", otherwise it is classified "loss". This survey is conducted to have top management be interested and invest for safety by recognizing that safety management could be profit for the company. The result of this survey is as follows : The total save amount in 1992 is 44,780mi11ion Won and average is 1,870mi11ion Won, with being 11, 200mi11ion Won by reduction amount of deaths and 33,580mi11ion Won by reduction amount of injuries. In 1993 the total is 33,330mi11ion Won and average is 1,390mi11ion Won, and in 1994 the total is 38, 720mi11ion Won and the average is 1,610mi11ion Won. This result is save amount of workmen's compensation insurance with excluding the indirect costs for accidents. The company which ranked the highest save amount is B Construction Company with being 15.1 billion Won and the next is A Construction Company during 3 years. The Company which ranked highest percentage of save amount to sales amount is Q Heavy industry with being 0.359% and the next is B Construction Company during 3 years.pany during 3 years.

• 지식경영연구
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• 제4권2호
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• pp.95-105
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• 2003

The purpose of the current study is to explore what are critical success factors(CSFs) from Posco Engineering and Construction Company's knowledge management practice. From a deep case study of the company, five CSFs are delineated. The first factor is to clarify knowledge management vision and strategy so that people in the company clearly understand directions of where the company goes to implement knowledge management. The second one is to grip the whole picture of knowledge management realms. Narrow eyes for the knowledge management leads to failure. The third factor depends on how to acquire people's cooperation. The fourth one has something to do with a way of approach. Unilateral or delegated approach is fragile for the successful implementation of knowledge management. Shared approach raises the probability of success. The fifth one is to monitor implementation acts and processes.