• Information Systems Review
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• v.12 no.1
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• pp.43-58
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• 2010

In order to improve total competitive advantages in domestic shipbuilding industry, shipyards as well as marine-parts companies achieve managerial efficiency through ERP system. But, successful ERP system implementation cases of marine-parts companies are seldom reported by characteristics of small and build-to-order industry. Therefore, this study attempts to analyze a case for ERP system implementation in marin-parts company, K Inc. Especially, this study divides ERP system implementation process into preparation stage, implement stage and settle-down and stabilization stage, and then derives critical success factors in each stage. At present, the implemented ERP system is successfully operating, ERP system improve qualitative and quantitative performance. The result of study suggests some practical implications to the manager of marine-parts companies and the manager of Informatization Programs for Small and Medium Enterprises.

• Journal of the Korea Society of Computer and Information
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• v.6 no.1
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• pp.130-138
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• 2001

Combining a qualified group of people and following through the appropriate phases in the necessary order is crucial to project success. Companies face a wide range of issues and obstacles during implementation that can remain until they start using the system. Benchmarking Partners categorizes these problems into three groups: people issues, process issues, and technology issues Companies should try to implement ERP software as quickly as possible. in fact most companies now use a technique commonly referred to as a rapid implementation methodology. This paper outlines the challenges companies can anticipate during implementation and identifies and describes the six common steps of an ERP project. the paper also discusses new approaches, known as rapid ERP methodologies that are designed to help companies hasten the implementation of such systems.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.30 no.3
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• pp.71-81
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• 2007

Government-driven informatization support projects for small and medium companies turn into collaborative information technology alliances between mother companies and their suppliers. These collaboration efforts are driven by a mother company that can influence and support its suppliers. A mother company establishes a proprietary evaluation system for suppliers' informatization level and enforces the suppliers to use their ERP (Enterprise Resource Planning) systems above a certain level. This paper presents a Samsung Electronics case to find determinant factors for ERP system usage level. This case study aims at providing long-term strategies for the collaboration project and helping the suppliers effectively pursue their informatization projects. Furthermore, the case study will reveal issues and tasks for the mother companies to accomplish sustainable success for their suppliers' informatization.

• Journal of Information Technology Applications and Management
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• v.13 no.1
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• pp.77-94
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• 2006

Case-based Reasoning (CBR) is widely used in business and industry prediction. It is suitable to solve complex and unstructured business problems. Recently, the prediction accuracy of CBR has been enhanced by not only various machine learning algorithms such as genetic algorithms, relative weighting of Artificial Neural Network (ANN) input variable but also data mining technique such as feature selection, feature weighting, feature transformation, and instance selection As a result, CBR is even more widely used today in business area. In this study, we investigated the usefulness of the CBR method in forecasting success in implementing ERP systems. We used a CBR method based on the feature weighting technique to compare the performance of three different models : MDA (Multiple Discriminant Analysis), GECBR (GEneral CBR), FWCBR (CBR with Feature Weighting supported by Analytic Hierarchy Process). The study suggests that the FWCBR approach is a promising method for forecasting of successful ERP implementation in Small and Medium sized Enterprises.

• Information Systems Review
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• v.6 no.1
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• pp.1-18
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• 2004

In 1990s, many organizations recognized the ERR system as a key enabler of business strategic accomplishment and it can improve productivity and efficiency of organizations by integrating and managing enterprise resources. These organizations tried to implement the ERP system to hold the competitive advantage. And the ERP system leads to business process reengineering. So it is important to consider both organizational environmental characters and change management in the ERP implementation process. This study is examined in detail about organizational environmental characters and change management in the ERP implementation process, seeks how the difference of these factors related to the ERP success. The sampled companies implemented the ERP system by using the different ERP implementation approaches. This study provides that the ERP implementation approach differs from organizational environmental characters, and change management tactics are different according to the ERP implementation approaches. But, some change management factors are important regardless of the ERP implementation approaches. This study also provides the effects on EPR performance through the change management. The study is of service to the organizations implementing ERP and provides practical contribution for managing organizational changes.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.4
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• pp.47-65
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• 2006

The application of the ERP system is becoming more common to the businesses since a firm needs to reinforce positive competitiveness and to maintain competitive advantage. The ERP system is an enterprise integration solution that converts the whole business processes through information technology. Extant research provides plenty of results about the success factors of the ERP system; however, most of the researches focus on the exterior factors such as techniques rather than on the influences that a firm's employees' individual personality has in accepting the information technology of the ERP system. The objective of this study is to investigate the role of the employees' individual personality as a factor that makes the ERP system a success. The surveys--composed of the extent of information technology acceptance about the personality type of MBTI (Myers-Briggs type indicator) and the ERP system--were given to the companies applying the ERP system The personality type of MBTI is measured by 4 types of Myers, and Davis's TAM (technology acceptance model) is used for the information technology acceptance. The results of this study are summarized as follows. First the extraversion and the judging in the personality types of MBTI have a significant influence on the information technology acceptance of the ERP system. However, the thinking and the feeling in the personality types of MBTI were analyzed to not have a critical affect on the ERP system acceptance. Second as verified in the extant research the information technology acceptance verification related to the ERP system has a significant influence on perceived ease of use, perceived usefulness, behavioral intention and actual usage of the ERP system. The results of this study can be used for a successful application of the ERP system as follows. First it offers foundation of perception that the type of the individual personality is a significant key figure for the successful use of the ERP system. Second it provides a basis for the knowledge of combining the model of information technology acceptance and the psychological factors.

• Asia pacific journal of information systems
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• v.12 no.2
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• pp.137-162
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• 2002

As the ERP system become recognized as a strategic weapon of a firm, the way how to implement the system successfully has been an important issue for both practitioners and the academic community. The objective of this research is to identify the critical success factors influencing the implementation of the ERP system and to suggest the tasks to be considered first for the effective implementation of the system. The results from the analysis of data collected from the 169 firms among those which have implemented either the Oracle package or the SAP package in Korea are as follows. The important factors for the successful implementation of the ERP system include the strength of rivalry among competing firms; the degree to which information systems are matured; the information systems strategy of a firm; the support and concern from the top; and the technical openness between the ERP system and the legacy system such as network, hardware, and software. The tasks to be considered first for the effective implementation of the ERP system cover the same degree of feeling between labor and management on the threat to survive; the formulation of information systems strategy at the strategic level; CEO's strong will and resolution; the process automation and informatization of a firm; and the infrastructure including intranet and databases.

• 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.

• The Journal of the Korea Contents Association
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• v.7 no.5
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• pp.174-183
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• 2007

Recently, the Korean Hotel market has expanded to Asia rapidly including China. However Korean hotels' competitiveness has weaken with Korean won's appreciation and increasing real estate cost. To cope with these problems, Korean hotels are varying and differentiating their services and adopting advanced information system such as ERP(Enterprise Resource Planning) System. ERP Systems requires large amount of cost and time, otherwise successful implementation is not guaranteed. Thus, It is necessary to analyze critical success factors and calculate effect before investment on the ERP system implementation. In this study, I surveyed a Five-star ranked Hotel, named R. To find a method of investment effect calculation. This research is conducted on the basis of previous studies and AHP(analytic hierarchical process), which is suggested by Saaty. Finally, This study presents a significant method of analysis and calculation on investment effect of Hotel's ERP system based on the Hotel R's case.

• Journal of Convergence Society for SMB
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• v.6 no.2
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• pp.1-9
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• 2016

In the modern business environment, ERP System is a tool for efficient use of the resources of the company. Implementation of the ERP System is not a simple introduction of the unit system. The changes and innovation of the company will be made through the BPR. And then, the BPR is made based on the system design and implementation. Cultural difference creates a difference in the attitudes and relationships of members of company. and, Cultural difference produce differences in organizational culture and operating principles. Cultural differences can mention the differences in the cultures of East and West, and can mention the difference between each country within the same culture. In the paper, we determine the impact of cultural differences on the implementation of the ERP System. Cultural differences affect the implementation process and the decision-making process, user interface.