• 제어로봇시스템학회:학술대회논문집
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• 제어로봇시스템학회 2003년도 ICCAS
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• pp.113-117
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• 2003

The digital systems include the noise in power supply, ground and packaging due to a simultaneous switching of signal, signal reflections and distortions on single and multiple transmission lines. The requirement for the controlled impedance on a PCB can be both a critical success factor and a design challenge. So, the invented tool simulates the tracks controlled impedance with the test coupon. It can saves the design time and supports the economical PCB design.

• 한국건설관리학회논문집
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• 제24권2호
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• pp.24-36
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• 2023

기존 현장 노무 중심의 건설생산방식의 생산성 문제 및 현장 안전·품질 문제 등의 한계를 보완하기 위하여 OSC가 주목받고 있다. 국내 건설 시장에 OSC의 도입 및 활용이 활성화되기 위해서는 OSC 프로세스(설계 및 엔지니어링, 공장제조, 현장조립, 유지보수) 각 단계별로 적용되는 기술의 혁신도 중요하지만, OSC 방식에 적합한 프로젝트 관리 방식의 개발도 필요하다. 하지만, 현재 국내에서 진행되고 있는 OSC 관련 연구는 관련 기술 개발 측면의 연구가 주를 이루며, OSC 프로젝트의 성공을 위한 프로젝트 관리 방안 도출과 관련한 연구는 미진한 실정이다. 이에 OSC 프로젝트의 핵심성공요인에 기반한 프로젝트 관리 방안 도출에 대한 연구가 필요한 시점이다. 따라서, 본 연구에서는 이전 연구에서 도출한 69개의 OSC 핵심성공요인을 대상으로 중요도-성취도 분석(Importance-Performance Analysis)을 실시함으로써, OSC 도입 및 활용성 향상을 위한 중점 개선요인을 도출하고, 이와 관련한 시사점을 제시하는 것을 목적으로 연구를 진행하였다. 본 연구의 결과는 향후 OSC 활성화를 위한 R&D 계획 및 정책 수립하는 과정에 유용한 시사점을 줄 수 있을 것으로 기대된다.

• 대한치과교정학회지
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• 제46권2호
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• pp.111-126
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• 2016

Objective: To systematically review previous studies and to assess, via a subgroup meta-analysis, the combined odds ratio (OR) of prognostic factors affecting the success of miniscrew implants (MIs) inserted into the buccal posterior region. Methods: Three electronic searches that were limited to articles on clinical human studies using MIs that were published in English prior to March 2015 were conducted. The outcome measure was the success of MIs. Patient factors included age, sex, and jaw of insertion (maxilla vs. mandible), while the MI factors included length and diameter. A meta-analysis was performed on 17 individual studies. The quality of each study was assessed for non-randomized studies and quantified using the Newcastle-Ottawa Scale. The meta-analysis outcome was a combined OR. Subgroup and sensitivity analyses based on the study design, study quality, and sample size of miniscrews implanted were performed. Results: Significantly higher success rates were revealed for MIs inserted in the maxilla, for patients ${\geq}20$ years of age, and for long MIs (${\geq}8mm$) and MIs with a large diameter (> 1.4 mm). All subgroups acquired homogeneity, and the combined OR of the prospective studies (OR, 3.67; 95% confidence interval [CI], 2.10-6.44) was significantly higher in the maxilla than that in the retrospective studies (OR, 2.10; 95% CI, 1.60-2.74). Conclusions: When a treatment plan is made, these risk factors, i.e. jaw of insertion, age, MI length, and MI diameter, should be taken into account, while sex is not critical to the success of MIs.

• 한국정보시스템학회지:정보시스템연구
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• 제20권4호
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• pp.49-72
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• 2011

Business Process Change(BPC) is regarded as a salient factor to improve an organizations' efficiency in the current fast-changing business environment. Despite the tremendous popularity and great potential, the field of BPC adoption is littered with remarkable failures. Consequently, there have been many studies that have tried to identify the environmental factors that lead to successful BPC. However, most of them have not considered the effect of the interaction between the environmental factors on BPC success. According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the type of BPC and the organization's culture on the success of BPC. Organization's cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether the organization adopts the improvement project which accompanies only small changes or it adopts the innovation project which leads to critical changes. Thus, we analyzed the effect of the fit between the organization's culture and its BPC type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing innovation project and the organization having homogeneous culture practicing the improvement project resulted in the excellent BPC success.

• 한국컴퓨터정보학회논문지
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• 제22권2호
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• pp.111-117
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• 2017

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• 서비스연구
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• 제10권1호
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• pp.69-83
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• 2020

본 연구는 문헌 연구를 통하여 제4차 산업혁명의 성공요인을 도출하고, 제4차 산업혁명을 선도하는 산업계 경영진에게 설문을 통하여 이들 성공요인을 실증적으로 검증하는데 있다. 문헌 연구 결과, 리더쉽', '변화관리', '최고경영층 지원', '전략적 조화', '교육훈련', '의사결정 위양', '팀워크', '조직문화', '소통', '프로젝트 관리'의 10개의 성공요인이 도출되었다. 제4차 산업혁명에 관련된 산업계에 해당되는 기업의 CIO와 CEO를 대상으로 설문조사를 실시하였고, 설문 조사로서는 상당히 높은 64.4%의 응답률을 보였다. 설문 분석 결과 응답자는 '전략적 조화', 가장 중요한 성공요인으로 이어서 '최고경영층 지원', '리더쉽', '변화관리', '프로젝트 관리', '팀워크', 소통', '교육훈련', '조직 문화', 의사결정 위양' 순으로 평가하였었다. 제4차 산업혁명의 성공적인 추진을 위해서는 (1) 추진 전략의 구체화와 정교화, (2) 정부, 공공기관, 연구기관, 대학, 산업계의 효과적인 네트워크 구축, (3) 전략적이고 장기적인 계획, (4) 추진 전략의 차별화와 글로벌 협력체계 구축이 요청된다.

• 통상정보연구
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• 제9권2호
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• pp.19-40
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• 2007

In recent, T-commerce is widely dispersed as alternative type of commerce. It is forecasted that t-commerce system is used more than e-commerce system. Therefore more and more t-commerce-related industries are also recognizing that t-commerce is a critical business model. It is needed to understand the concept of t-commerce and develop the t-commerce marketing strategy. CEO analyses consumer's behaviors according to the data about buyers and applies the advantage of t-commerce to the communication with customers. This t-commerce system plays an important role in maximizing customer satisfaction and affecting their intention to reuse it. Therefore this paper attempts to identify T-commerce critical success factors and divide between use-intention group and unuse-intention group by taking out a discriminant function by the discriminant analysis. This lays a foundation in developing T-commerce strategy. According to the discriminant function extracted, convenience factor, amusement factor, system quality factor, product perception factor are significant in the sequence of influential degree. However, usefulness factor and speedy connection factor are not significant. In result, the target hitting rate is 77.9% in the first unuse-intention group and it is 95.2% in the second use-intention group. The total discriminant target hitting rate is computed to higher value, 86.55%. The statistic package, SPSS 12.0, is used to survey and analyse data and test the hypothesis. The validity and reliability of variables are verified by both reliability analysis and factor analysis. The discriminant analysis is used to tell the difference between use-intention group and unuse-intention group.

• 지식경영연구
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• 제9권1호
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• pp.23-38
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• 2008

This study develops a framework and instruments to diagnose the current knowledge management(KM) status of an organization and to suggest future KM implementation directions. Based on the comprehensive review of KM literature and KM case studies, we derive three main aspects(strategic, social and technical aspect) and seven critical factors(KM strategy, knowledge worker, organizational strucuture, organizational culture, KM processe, organizational knowledge, and information technology) for the successful KM implementation. The instruments developed in this study include every specific measurement items of each critical success factor, which are expected to help not only suggest a context-sensitive KM strategy but also evaluate current KM status of a designated organization. By introducing two dimensions of KM evaluation(effectiveness and necessity), a more holistic and contingent view of KM can be assured. Academic contributions as well as practical implications are discussed. Study limitations and future research directions are also provided.

• Industrial Engineering and Management Systems
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• 제2권1호
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• pp.45-54
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• 2003

Enterprise Resource Planning(ERP) systems offer pervasive business functionality the applications encompass virtually all aspects of the business. Understanding and managing this pervasiveness will result in a successful and productive business application platform. Because of this pervasiveness, implementations have ranged from great successes to complete failures. This article has two distinctive parts. The first proposes and discusses a systematic process based on consulting experiences of LG CNS (leading information system company in Korea) for ERP selection. Also, the second provides the key factors that are critical to the successful implementation of ERP. The second part reports the results of a study carried out to assess a number of different ERP implementations in different organizations. A case study method of investigation was used, and the experiences of five Korean manufacturing companies were documented. The critical factors in the adoption of ERP are identified as: learning from the experiences of others, appointment of a process innovator, establishment of committees and project teams, training and technical support for the users, and appropriate changes to the organizational structure and managerial responsibilities.

• 대한산업공학회지
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• 제32권4호
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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.