• 품질경영학회지
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• 제35권3호
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• pp.75-87
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• 2007

This paper deals with an integration model of three major quality management systems. The well known global standards such as ISO 9001 quality system, Malcolm Baldrige model, and EFQM model are integrated as a prototype quality system. The proposed model is then applied to help a power generation company to select improvement tasks for enhancing quality management. Here, we discuss three quality management systems, an integration process of the three systems, the integrated model, and a real world application case.

• International Journal of Quality Innovation
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• 제4권2호
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• pp.1-15
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• 2003

This paper examines the use of the EFQM Model in H.E. Institutions in the UK and offers a case study of how one University used the Excellence Model as a means to change the way it operated. It identifies and discusses the critical success factors for a university utilizing the Model, in particular Leadership (criteria 1), People Management, particularly with regard to performance evaluation (criteria 3), having key processes in place (criteria 5) and the identification of the correct key performance results for its various stakeholders (criteria 9).

• International Journal of Quality Innovation
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• 제9권1호
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• pp.168-180
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• 2008

• 정보화정책
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• 제17권1호
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• pp.120-135
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• 2010

국내외를 막론하고 개별기업 간 경쟁은 이제 네트워크 기업(NE: Networked Enterprise) 간 경쟁으로 전환되고 있다. NE의 핵심 가치는 참여자 간의 협업을 통해 네트워크 전체의 성과를 높이는 데 있다. 그러나, 협업 자체의 의미와 속성이 명확히 정의되지 않은 상태에서 NE 내에서 수행되는 협업의 성과를 평가해서 효과적으로 활용하는 것은 매우 어려운 일이다. 본 논문은 NE의 협업을 측정해서 전략적으로 관리하기 위한 성과평가 모형을 제안하기 위한 것이다. 제안 모형 자체는 균형성과표(BSC)와 EU의 품질경영 평가모형인 EFQM을 결합한 것이지만, 협업에 대한 포괄적 프레임워크에 기반을 두고 성과관리를 전략관리에 연계시킨 일종의 거시모형이라는 점에서 기존 연구들과 차이가 있다. 제안 모형은 추후 실증연구가 필요한 상태이며 우선 국내 몇 개의 NE에 대한 사례연구를 통해 제안 모형의 유효성을 확인하고 이론적, 실무적 시사점을 도출하였다.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회/대한산업공학회 2005년도 춘계공동학술대회 발표논문
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• pp.998-1004
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• 2005

최근 신공공관리론(New Public Management)의 대두로 인해 여러 공공기관에서 새로운 성과측정시스템을 도입하고 있는 것이 세계적인 추세이다. 본 연구에서는 세계적으로 공공기관의 성과측정에 가장 활발히 적용되어온 BSC(Balanced Scorecard)와 EFQM의 Business Excellence Model의 특징을 비교하고, 이 두 모형을 결합한 성과측정모형의 개념적 틀을 제안하고자 한다.

• 품질경영학회지
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• 제39권2호
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• pp.337-348
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• 2011

To implement total quality management(TQM), firms and institutions have strategically used quality awards models. In this paper we analyzed the national quality awards of G-20 members such as United States, Europe, Japan, Canada, Australia and Korea. There are three main points to analysis; First, "which type of model is good for Korea?", even though Korea already has adopted MBNQA model. Second, "Are the core values really different from each models?". And third, "Is there any difference in the criteria structure and value points system?" This study aims to design a National Quality Award which is good for the Korean companies and organizations. After analyzing the current quality awards models, we propose some suggestion about core value setting Korean-specific criteria development and value points system change.

• International Journal of Contents
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• 제18권3호
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• pp.34-48
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• 2022

The purpose of this study was to develop indicators for quality management of educational institutions, and to achieve this, literature analysis and expert interviews were conducted. Through literature analysis, the components of TQM were derived focusing on factors to improve the quality of education, engineering education accreditation standards, and a representative education accreditation system, were considered. Additionally, seven areas as well as 32 indicators required for education quality management, were derived by comparing the EFQM excellence model and the MBNQA education model, applied for quality management of companies and institutions. By comparing and synthesizing these results, a draft was developed for the quality management index of educational institution. Next, opinions on correction and supplementation of quality management indicators derived from literature analysis, were collected from five education experts. From the comparisons and integration of these results, eight criteria (leadership, strategy, customers, people, facilities and environment, curriculum management, curriculum improvement, and performance management) and 34 indicators, were proposed for quality management indicators for educational institutions. Curriculum management, people, and performance management criteria were considered more significantly in quality management of educational institutions, and several implications are suggested based on the study results.

• Industrial Engineering and Management Systems
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• 제7권3호
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

• 한국안전학회지
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• 제37권3호
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• pp.60-70
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• 2022

The use rate of sports facilities in Korea is increasing every year, which means that accidents are also increasing. However, it is difficult to determine the level of safety management necessary to prevent accidents because there are no measurement tools to evaluate such management of sports facilities. Accordingly, in this study, tools and models to evaluate the safety management level of public sports facilities were developed based on public company management evaluation guidelines and the EFQM Excellence Model. A comparative analysis of the proposed tools and models between local governments showed no difference in awareness of safety management by group. This means that active safety management activities are needed to improve the low level of interest in safety of public sports facilities. We hope that this model will be widely used for the safety management of public sports facilities and to identify improvements and priorities in safety management.

• 대한안전경영과학회지
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• 제10권3호
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• pp.155-166
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• 2008

Advanced countries worldwide lead government leading management innovation by suggesting unique managing system which can be survived in global economy war including JQA of Japan and EFQM of Europe based basically on MBNQA of U.S.A. and by rewarding to suitable companies. Mckinsey, global management and consulting company points out that Korea has no management because Korean productivity level which dependence to small and medium sized companies is high by the limitation of elemental invests leading type growth strategy including labor and capital is only 1/2 of U.S.A. and 2/3 of Japan. In particular, the competitive power of Korean small and medium sized companies goes into a recession by productivity lowering according to the chinese follow-up, laboring time shortening, variety and aging, and fundamental management innovation activities for reinforcing survival and competitive power are needed. Therefore, in this study, we try to construct the model of productivity managing system of innovation type small and medium sized companies which make excellent results.