• Journal of Information Technology Services
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• v.4 no.1
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• pp.57-69
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• 2005

The ERP system which has been adopted as a tool for integration of information systems and for innovation of business process. And it is regarded to be able to maximize the productivity of business process and achieve process innovation based on the best practice incorporated in the ERP. To achieve process innovation through ERP, strong sponsorship from top management and building consensus through the entire organization is required to be backed UP. There are many cases of the failure of Process Innovation due to reluctance of corporate members to change. In the result of the case study, it seems to be difficult to build the consensus of the related groups to ERP project. There are still argues after project, on whether the project was success or not. Through the AHP analysis for the success factors, it is explored that the reason is that several groups of the company had different expectation for the project. And to achieve the aimed process Innovation, the project members in the related departments should build the consensus of expectation on the project.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.279-290
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• 2006

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

• Journal of Technology Innovation
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• v.29 no.4
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• pp.59-93
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• 2021

This article discusses the innovation activities of firms that aim for system transformation from the perspective of 'Transformative Innovation Policies'. Here, for the sustainable transformation of our society, a firm that finds the 'purpose' of business activities in solving social problems and implements a new business model is defined as a 'transition-oriented firm'. The main characteristics of a transition-oriented firm are examined in terms of 1) transition vision and mission setting, 2) business model innovation for transition, 3) network formation for system transition, and 4) securing legitimacy of transition. And through case studies, the approach, significance, and limitations of the transition-oriented corporate innovation theory are discussed. The case study is from a Eisai Korea, which aims for an integrated prevention, treatment, and care system centered on residents and citizens.

• Journal of Technology Innovation
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• v.9 no.1
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• pp.121-147
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• 2001

This paper analyzed the R&D activities of foreign companies in Korea. A survey was conducted using questionnaires along with the field interviews. The survey results show that some foreign companies in Korea actively carry out R&D indicating that Korea is becoming a R&D location for the multinational companies. It also shows the wide differences by industries, corporate size, foreign equity ratio, and home country of mother companies. It is suggested that Korean government should utilize the inward foreign direct investment to strengthen the national innovation system of Korea. Various policy measures were recommended to encourage foreign companies to have easier access to domestic R&D resources, carry out R&D activities, and interact with domestic R&D actors. It is also argued that it is necessary to eliminate negative environmental barriers perceived by foreign companies.

• Journal of Korean Society for Quality Management
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• v.34 no.4
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.2 no.1
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• pp.67-78
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• 2001

Market environment of current e-Business is being transfered to B2B from B2C. The objective of this paper is to introduce ERP system as a device of IT(Information Technology) for this B2B. Firstly we proposed the characteristic of ERP and the problem of corporate application. And so, we examined various values and benefits when ERP system is applied to corporate strategy. Finally, in the side of corporate application, we proposed the plan of ERP introduction and the policy support of government. As the further study, empirical analysis and detailed plan must be considered.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.4
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• pp.149-161
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• 2012

The current environment of technological and competitive changes influences not only the business R&D environment but also government driven national R&D strategies. Open innovation has now become an important paradigm that is replacing the outdated paradigm of closed innovation. Many companies and nations have been increasing R&D investment because R&D has been considered a driving force for national and corporate competitive advantage. The purpose of this paper is to evaluate and compare the performance of R&D focused on open innovation according to scientific and technological outputs which is based on paper publications, patents and etc. Comparisons should not be only based on the quantity but also on the quality of the output. This paper shows that it is possible to develop DEA models that utilize the Analytical Hierarchical Process in order to transform the qualitative index into a quantitative index. Hence, the relative efficiency for R&D organizations is obtained based on both quantity and quality outputs and subsequently provides comprehensive and realistic methods for decision makers to identify levels of project efficiency.

• Journal of East Asia Management
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• v.3 no.2
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• pp.21-41
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• 2022

This study aims to analyze the characteristics of the management situation of the Korea Railroad Corporation(KORAIL) through the management innovation process of the KORAIL and to suggest its implications for military application. Despite stable demand, the railway passenger industry had the limitation of not being able to abolish deficit routes due to public service obligations. In addition, the launch of the Suseo High-Speed Line has introduced a competitive system, posing a threat to corporate management. KORAIL wanted to overcome this crisis by innovating its management through the utilization of big data, improvement of the freight business, decentralization of demand, the introduction of tourism railroads, and development of station influence areas. By utilizing big data, KORAIL was able to optimize the railway fare system while reducing fixed costs spent on railway maintenance. It also drastically reduced the station of cargo and created a base station to pursue economies of scale. On the other hand, the existing exclusive station system was abolished to solve the chronic saturation of the downtown area, and the railway demand was moved to Gwangmyeong Station and Suwon Station to optimize the passenger supply. In particular, it developed a new business model called the tourism railway by developing the mountain Byeokjin Line, which was a chronic deficit line, and sought to improve liquidity through the development of the station influence area. Such a process of innovation at KORAIL suggests an appropriate direction in seeking ways to innovate the military medical institutions. First of all, the necessity of improving organizational immersion through the development of a personnel structure suitable for the compulsory organization, while expanding the facilities of the division and corps, and reducing the time required for medical treatment and waiting through the establishment of a data-based medical system was suggested. Next, it was also discussed to integrate the National Health Medical College, which received accreditation as a medical facility through the designation of advanced general hospitals and is ultimately under discussion with the Medical Institution. Through this, we hope that the military medical institutions, which are facing various challenges, will overcome existing limitations and be re-lighted as innovative institution that provides comprehensive public health services.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.30 no.4
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• pp.85-95
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• 2007

Single PPM Quality Innovation activity made a great contribution to strengthening the quality competitiveness and the international competitiveness for the domestic small and medium enterprises. But it doesn't work to companies that deal with the particular products for the difficulties during the promotion and the business management. Then, SQ-Mark, which is currently adopted to domestic automobile companies, was benchmarked and studied for its accessibility and solutions. Quality Innovation activity in the particular industry is requested to conduct the confirmation and the inspection in deeper level caused by the specialty of product itself, product engineering manufacturing processes. This study improved 6 steps of the Single PPM activity so that the Single PPM Quality Innovation activity is progressed well for the Mold industry especially among the particular industries. It shows the improvement to the management of the delivery schedule, which has been problematic, if adopted to the relating industries based on this study, it is anticipated to help the corporate operation much.