• International Journal of Quality Innovation
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• 제9권1호
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• pp.1-21
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• 2008

A Purpose. As organizations become more team oriented, research on teams continues to increase especially involving how teams contribute to organizational performance and effectiveness. Although there has been existing research on Kaizen teams in the private sector, very little research has included Kaizen teams in the public sector. In this paper, we present a method to study Kaizen teams in a local Spanish government that have been using Kaizen teams for more than ten years. Design/methodology/approach. Quantitative research was adopted for this study. Twenty teams participated in the study by filling out the Team Learning and Development Inventory (TLI) proposed by Lingham (2004). In addition, we interviewed members of the teams in order to clarify and assure our quantitative results. Findings Based on the findings, we propose that Kaizen teams should practice both Continuous (CI) and Process Improvements (PI) in their projects. We also propose that Kaizen teams should not be teams skilled only at developing better improvement processes (both CI and PI) for the organization but that such teams should also be skilled at engaging in team development using both CI and PI processes internally-a Kaizen within Kaizen teams approach. Research limitations. Its based in one case study. However, it is working paper and the research project still is developing. Practical Implications (if possible). Serve as a guide to practitioners (Public managers) who desire to understand how their Kaizen teams involves both internal (conversational spaces) and external (methodology) perspectives that would contribute to both team and organizational effectiveness. In this paper, we focus on the Internal Processes (both CI and PI) using the TLI as an effective method for Kaizen teams to engage in the Kaizen process. Originality/value. This study is one of the first to look at team's performance using Team Learning and Development Inventory in Spain's public sector. It is also the first to mention about the relationship of the team's performance and the implementation of process improvement methodologies in Spain local government environment.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2010년도 춘계학술대회
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• pp.67-73
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• 2010

This study began the study by instructing enterprises to change Batch Production into U-Line. This study suggested TPS U-Line building model process and applied it to some of their product line. By connecting concerned process elements into continuous operations. Outside orders were also switched to inside operations and executed in continuous operations, thereby about 100Km of transit distance became zero Km, Production lead Time was incredibly reduced. After all, 90% of Production Lead Time, 50% of handling fault, 3/4 of workers decreased and Productivity per Person enhanced which involves improving Batch Production into Continuous Production and applies it to the real world, so that small and medium enterprises can consult this study if the company is willing to make an improvement to their product line.

• 품질경영학회지
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• 제44권4호
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• pp.713-733
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• 2016

Purpose: The primary objective of this case study is to establish a COQ(Cost of Quality) management system for power generation industries. Key topics of this study include collecting COQ elements, their classifications, COQ computation formula, and determining COQ improvement projects. Results: A comprehensive set of COQ elements have been isolated for electric power generation companies. The COQ elements were classified in such a way that they could be managed according to the PAF model as well as the SIPOC diagram. This study showed that a systematic approach could be established for monitoring the COQ elements and using them in the process of improving quality competitiveness. Methods: The PAF(Prevention-Appraisal-Failure) model has been employed in the process of collecting COQ elements for a power generation company. All the cost of quality elements were first examined through an extensive review of articles and books in the field of quality. The cost elements were then refined and augmented by conducting a comparative study with international standards. The COQ elements have been verified by a group of quality managers and classified according to both the PAF model and the SIPOC diagram for better understanding in the entire organization. An improvement strategy has been also proposed by using a typical COQ level of power generation companies. Conclusion: The conventional PAF model was used in establishing a COQ management system for power generation industries. This case study illustrates the procedure about identification, classification and computation of quality costs, including selection of improvement projects. The system can be used not only for observing the current state of cost elements related to quality, but also for planning an improvement strategy using the ratio of cost classification.

• Journal of Information Technology Applications and Management
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• 제15권4호
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• pp.103-121
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• 2008

Service Providers need to monitor the level of consumer's satisfaction on service they provide continuously and they use appropriate method to measure their operating status. They have to make a plan on their resource and infrastructure to provide their service in the right place at the right time whenever they need. Most previous studies on IT service quality are mainly focused on criteria or levels of quality measurement even though those criteria and levels should be set by considering consumer's needs. And considering for consumer's needs with managerial factors was not found on those studies. So, we suggest deducing quality factors for continuous improvement of IT service management system in this paper as identify the relative priority using QFD method which consider consumers' voices and managerial factors when decide quality factors of IT service management system introduced SLA. We also confirm that our suggestion is practicable and applicable for current operation by case study.

• 한국컴퓨터정보학회논문지
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• 제23권7호
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• pp.121-129
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• 2018

Since 2005, POSCO has been conducting continuous innovation activities using its own innovation methodology, QSS + (Quick Six Sigma Plus). Recently, the effectiveness of QSS + has been decreased owing to the different needs and purposes for each group. The purpose of this study is to compare the weights of the QSS + factors using AHP analysis. QSS + factors consist of two levels. The high level consists of 7 items : 'Master Plan, Waste Zero Activity, Daily Improvement Activity, Talent Development, Project Activity, Initiative/Encouragement activity'. The low level consists of 3 items '5S, My Machine, My M&S' for Daily Improvement Activity. As a result, we found that there was a difference between the weights of the four groups. We suggest the effective QSS + directions to improve the quality of POSCO.

• 한국의료질향상학회지
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• 제7권1호
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• pp.118-131
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• 2000

Background : A continuous healthcare quality improvement is needed to provide high quality healthcare service as well as to maintain trust in terms of satisfying the needs of the patients. Recently it also became an essential issue. in hospital management, recognized for it's competitive potentiality among healthcare organization groups. This study was conducted to analyze patient complaints and issues received by the Quality Improvement Department. Its purpose is to improve healthcare qualities within the hospital, as well as establish policies and appropriate strategies in hospital management. Method : From July 1st to September 30th of the year 1999, we analyzed all complaints and issues made by various patients and their families, which were received through 24 hour phone consultation, numerous suggestion boxes, letters and E-mails, The issues were classified into 16 different categories based on a Patient Satisfaction Assessment Tool. All data were segregated according to the departmental frequencies and their contents. To come up with for environmental and patient satisfaction improvement, all complaints or issues were communicated with hospital administrators, medical and nursing staff and employees. Comprehensive customer satisfaction activities including improving phone etiquette were discussed in Customer Satisfaction Team, CQI Team and each Department. All opportunities for improvement were implemented. Feedback actions were discussed. Results : A total of 317 cases were collected. Issues regarding parking and other accommodation facilities were most common complaints that were 14.5% of total. Issues regarding admission rooms (10.7%), admission procedures (10.7%), waiting room environment (8.8%), nurses and nurse assistants (7.6%), physicians (6.6%) and others (23%) followed. Thirteen of 45 departments received more than 8 complaints. The Nursing Department had the most complaint, receiving 9.8% of total complaints. Complaints regarding the Nursing Department were predominantly related to the environment of patient rooms. The Department of Psychiatry for phone etiquette (4.7%), Department of Otolaryngology for the nursing staff's attitude and phone etiquette (4.4%), and the Admission Department followed. As a part of efforts to improve patient satisfaction, a new parking structure was built and reallocation of the parking space was done. Renovation of other accommodation facilities were carried out by hospital administration, Monthly phone call and answering attitude survey was done by QI Department. Based on this survey we made a phone etiquette manual and distributed throughout the hospital. Compare to the last year, Patient Satisfaction Index measured by Korea Productivity Center using National Customer Satisfaction Index was improved 7 points. According to our organization's own study, we confirmed the phone etiquette was improved 11% than last year. Conclusions : Issues related to parking and other accommodation facilities ranked first followed by complaints made regarding the patient care area, the admission and cashier process, and nurses' and doctors' attitude. The Nursing and Psychiatry Departments need improvement regarding phone etiquette. Results were shared and played a vital role in policymaking and strategic planning of the hospital. It is imperative that we keep our database updated by listening to and solving the needs of each patient. The CQI activities can be achieved only by full commitment of the hospital top management supported by related personal.

• 품질경영학회지
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• 제46권4호
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• pp.983-1000
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• 2018

Purpose: The purpose of this study is to provide academic and practical implications based on the analysis results of similarities and differentiation of Malcolm Baldrige National Quality Award (MBNQA) in healthcare institutes from 2007 to 2016. Methods: This study examined the characteristics and similarities, the changes made for the most importantly considered, a degree of improvement of patient satisfaction, and employee retention rate of the MBNQA awarded 8 healthcare institutes announced by NIST during the period of 2007-2016. Results: First, the MBNQA awarded 8 healthcare institutes that maintained and implemented effective plans for a long period of time to improve the quality of care services. Second, these organizations were selected among the top 10% of the institutional evaluations in the medical field in the United States. Third, they have tried to continuously improve patient and potential customer and employee satisfaction. Fourth, it is shown that the quality improvement efforts have made long-term and continuous improvement efforts on average 4-5 years. Lastly, the increased number of patients and the improved organizational performance are twice higher than those of other healthcare institutions. Conclusion: The results of this study suggest that common and differentiation strategies of healthcare institutions should be a good benchmarking model for other competitive healthcare institutions.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2004년도 품질경영모델을 통한 가치 창출
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• pp.155-159
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• 2004

Continuous quality improvement has generally been recognized as an essential requirement for a company to stay in business. For this reason, Six Sigma plays an important role In reducing cost and development time of a product and achieving high quality products in a competitive market. The Six Sigma has proven that it is possible to achieve dramatic performance improvement for conducting business. However, several recognized Six Sigma companies have suffered the financial troubles, even if the Six Sigma should be successfully deployed in their business organizations. In this paper, the reason of this paradox is represented and discussed for a successful Six Sigma deployment, including next generation of Six Sigma.

• 보건행정학회지
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• 제2권2호
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• pp.112-130
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• 1992

Patient care services are provided to individual patients in response to their health needs produced by illnesses or injuries. The services are often addressed to very serious conditions, and also they constitute the most expensive component of health care services. Therefore, the importance of quality is emphasized, but there are many indications that patient care quality is far from a satisfactory state in most of the countries. Based upon this observation, it is attempted to examine obstacles and approaches to quality improvement in patient care services. In doing so, following Taguchi's(1986) definition of product quality, quality of patient care services is conceived of as better when the less is the sociental loss attributalbe to variability of intended function and harmful side effects they emhibit after being delivered. Some distinguishing features of medical care sector pose difficulties in implementing effective quality improvement programs in patient care services. Nevertheless, newly proposed method of quality management, based on industrial quality management approach, seems to have a great deal of potential to effectively cope with such difficulties. This method, unlike the traditional approach to quality assurance, focuses on total organisational processes, not individuals, as the obproach to quality assurance, focuses on total organizational processes, not individuals, as the objects of quality improvement; variation, not comparison with standards, in quality measurement; and continuous improvement, not removing only bad quality care, as an ideal. Prerequisite to a successful use of any quality mangement method is motivating providers to improve quality. Conceivable approaches for such motivation are self-regulation, external controls and promotion of competition. Since these approaches are not mutually exclusive, they may be employed in an appropriate combination. In Korea, medical care providers are now functioning under the circumstances where they have little reason for making efforts to improve quality of their services. Once these circumstantial conditions are changed to exert pressures on providers to improve quality, the use of adequate quality management method becomes an issue. In this connection, much attention shoould be directed to the newly proposed method described above. In all these efforts for improving quality of patient care services, health insurance would be able to play a pivotal role. Poviders of medical care, buth indiciduals and organizations, are usually very responsive to the measures that affect their financing, and thus health insurance can be a strong instrument for motivationg providers to improve quality. Also, the insurance continuously acquires data on patient care, which could be processed to produce information required to effective quality control.

• 품질경영학회지
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• 제45권4호
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• pp.903-916
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• 2017

Purpose: The paper analyzes empirically the causal relationship between customer-oriented Quality circle activities and Business Performance for Korean service firms. We compare the operational characteristic behavior of the service firms and business performance. Methods: In this study, we used 3 variables, QC activities, Employee commitment and business performance. Especially, Service SME's QC Circle activities were analyzed in related with growth of company on the basis activities such as Leadership(team), improvement activity, Organizational learning, customer-focus activity and employee suggestion. Results: The result of analysis showed that employee commitment affected significantly on financial performance and non-financial performance and in turn, improvement activities, Organizational learning and customer-focus activity affected significantly on business performance (financial and non-financial). Conclusion: In the summary of the characteristics of this study based on the research results, first, segmenting the QCC activities in the service business into 5 elements can be considered to be differentiated from the existing researches in the aspect of utilizing the organization's objective-oriented variables differently from the researches utilized the variables related personal characteristics. Second, this study suggested the recent research results that suggested the problems of the QCC clearly, through which what new QC story approach was suggested has working level value in the aspect of activating the service QCC.