• Journal of Korea Society of Industrial Information Systems
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• v.29 no.2
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• pp.153-167
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• 2024

DMAIC is the most familiar problem-solving methodology to battery manufacturing-related engineers, but continuous problems such as task delay, insufficient performance, and partial optimization are occurring due to indiscriminate application to various tasks of battery production system developers. In order to secure an "optimized model for DMAIC methodology" that can effectively respond to battery production system developers' tasks, a three-stage research model was used to derive the required characteristics of the production system developer task methodology, analyze the suitability of DMAIC, and conduct optimization modeling by supplementing the shortcomings. It was confirmed that the DMAIC methodology can be more suitable by applying the "system structural seven-step methodology", which is the result of this study, to developer tasks. It is expected that it will be applied to various industrial fields in the future by making it easier to learn and allowing differentiated operations according to the characteristics of various industries.

• Journal of the Korean Society of Systems Engineering
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• v.20 no.spc1
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• pp.30-44
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• 2024

The DMAIC methodology, which is most familiar to battery production system developers, is partially inadequate in its conformity to utilize battery production system tasks, so it is necessary to improve the function and structure of the methodology, but many battery production system developers use the DMAIC method based on experience, causing side effects such as confusion, delay in tasks, and insufficient performance during tasks. Accordingly, we intend to conduct an empirical study to improve the "efficiency improvement and conformity evaluation method" so that the DMAIC methodology can be used more reasonably and easily. Using the three-stage research model, we derive components that affect conformity through literature and questionnaire surveys in the first stage, use relational characteristics between components in the second stage to confirm the effect on conformity, and use the relational characteristics in the third stage to confirm the possibility of improving efficiency by applying them to the DMAIC methodology in actual cases. Finally, the "Conformity Assessment Index (CAI) equation" based on relational characteristics is established to enable effective conformity evaluation and continuous improvement.

• Proceedings of the Safety Management and Science Conference
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• 2010.04a
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• pp.509-517
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• 2010

The paper proposes the misuse types of statistical quality tools according to the kind of data and the number of population in DMAIC process of six sigma. The result presented in this paper can be extended to the QC story 15 steps of QC circle. The study also provides the improvement methods about control chart, measurement system analysis, statistical difference, and practical equivalence.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.551-556
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• 2008

Six Sigma keeps its continuous change in terms of its strategies and methodologies for 20 years since it is introduced in the industry Developing innovative business management strategies creating a higher synergy effect has been Pursued by combining Six Sigma and different business strategies. In fact, various research studies have been performed for grafting lean production theory with Six Sigma concept. Specifically, the companies which obtained positive results from the applications of Six Sigma are trying to adopt Lean Six Sigma theory for their business strategies. However, the research studies or the applications of Lean Six Sigma are insufficient in the construction industry compared to the other industries such as manufacturing. In order to deal effectively with this issue, this research study suggests the improved and restructured Six Sigma DMAIC processes by embodying the existing Six Sigma DMAIC processes applied on construction projects and improving them through the improvement territories of Lean Six Sigma studied in advance.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2009.06a
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• pp.715-716
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• 2009

• Journal of Korean Society for Quality Management
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• v.46 no.1
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• pp.1-10
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• 2018

Purpose: This paper provides an idea on the future prospect for change in steps of the six sigma DMAIC project under the environment of the 4th industrial revolution. Methods: First, the purpose and activities required in each step of DMAIC are reviewed. Next, activities are reviewed together with tools and techniques, considering the purpose and the environmental changes of the 4th Industrial Revolution. Finally, the best approaches for achieving the purpose are prospected to get an idea on future change. Results: The purpose of each phase of DMAIC is expected to remain unchanged. But activities, techniques, or methods will be replaced with more effective and efficient ones. Also, many activities may possibly be executed by a system instead of people like BB, GB or team members. Moreover, DMAIC may not be a project any more but a routine job of the system in the future. Conclusion: Under the environment of the 4th industrial revolution, many activities including analyzing various types of data and extracting valuable information, will be executed by a system with proper algorithms instead of people. And six sigma improvement projects may be intrinsic parts of the system and may not exist as separate projects any more.

• Journal of the Korea Institute of Building Construction
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• v.10 no.1
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• pp.91-99
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• 2010

The purpose of this study was to present the 6 sigma technique in construction projects, and to review the possibility of 6 sigma introduction. DMAIC (Design, Measure, Analyze, Improve, Control) methodology was used to increase the utilization of TIMS (Technology Information Management System). The results of this study were as follows. The introduction of the 6 sigma technique was very effective in the construction industry, but there were many difficulties in its application because of the characteristics of construction. As the 6 sigma technique emphasizes management based on data, it is essential to accumulate historical data and to achieve the standardization of the construction business process. Furthermore, it is necessary to apply 6 sigma for the competitiveness of the construction industry, and the development of suitable 6 sigma methodology for the construction industry is required.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.29 no.1
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• pp.56-62
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• 2006

This paper is concerned with a six sigma application to non-manufacturing process. Based on the comparison to manufacturing process, non-manufacturing process has some specific characteristics. The main focus of this study is to introduce an empirical case study on the implementation of DMAIC procedures for non-manufacturing process. We use a simple and practical road map which consists of 13 steps. Some fundamental rules for DMAIC implementation in six sigma projects are also introduced.

• Journal of the Korea Safety Management & Science
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• v.9 no.2
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• pp.171-181
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• 2007

Over ten years, 6sigma management is applied a lot in the part of indirect business as well as the manufacturing industry. But it has still been used restrictively the technique used on DMAIC that is a basic Roadmap of 6 sigma. This paper finds the improving skills that is used in the parts of manufacturing and indirect business and demonstrates their available scope with 6sigma projects. And this indicates which skills for improving are used valuable on each step of DMAIC with a systematic classification.

• Proceedings of the Safety Management and Science Conference
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• 2010.11a
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• pp.539-550
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• 2010

The study presents the application strategy and understanding of regression analysis with GLM(Generalized Linear Model) unifying with other statistical techniques such as correlation analysis and design of experiment(DOE). The quidelines proposed in this paper can be used for practioners to implement GLM and ANOVA(Analysis of Variance) for the DMAIC 5 steps of six sigma breakthrough.