• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.539-544
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• 2006

This study has been attempted to find that factors for successful six-sigma implementation influence non-financial performance & financial performance in korean finance industry. In addition, goal of this study is to find out core factor in korean finance industry. To achieve the aim of this study, a document study and interview and an empirical analysis were performed. The collected questionnaires for the empirical analysis were processed statistically through data cording. Cronbach'a was conducted to get the construct reliability. To identify which factors for successful six-sigma implementation influence performances of six-sigma implementation, factor analysis was conducted to get the construct validity. After factor analysis, multiple regressions were utilized to identify the core factors (or factors for successful six-sigma implementation). The result of the study that has been derived through this process is summarized below. Firstly, by analyzing the effect factors for successful six-sigma implementation has on non-financial performance of finance industry, it shows that Process-integration & standardization variable has influenced. Secondly, by analyzing the effect factors for successful six-sigma implementation has on financial performance of finance industry, it shows that 'Process-integration & standardization' variables and 'Customer & Market mind' variables have influenced. The results of this study show that 'Process-integration & standardization' and 'Customer & Market mind' are core factors to influence non-financial performance & financial performance in korean finance industry

• Journal of Applied Reliability
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• v.11 no.1
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• pp.59-81
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• 2011

Six Sigma has been disseminated into a variety of areas. It is believed that a stepwise understanding of Six Sigma's DMAIC is required for successes of unit projects. Meanwhile, infra-structure factors, such as leadership, organization, personnel management, educational system, etc., are also important to safely implant the Six Sigma into the whole enterprise and to thoroughly create the culture of innovation and enterprise. Careful analysis of those elements makes it possible to draw common connection between Project Management and the Six Sigma. This study drives the success elements for the successful adoption of the Six Sigma in the Korea Western Power Co., Ltd., of which management was evaluated as one of the tops based on the results of 2007 Management Innovation Assessment and arranges the similarity of like this factor and Enterprise Project Management. The results of this study are expected to provide a useful guideline for the adoption of the Six Sigma in whole company level.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• Journal of Korean Society for Quality Management
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• v.33 no.1
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• pp.42-50
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• 2005

The IMD(International Institute for Management Development) report said that national competitiveness of Korea is declined in this year. The main reason for Korea's decline is a largely related to the weakness of corporate competitiveness. The new product development is a necessary ingredient for improving the national competitiveness. The analysis of changing of technologies and customer's needs is needed for successful new product development. In this paper, We found out successful factors of the project by use of DFSS(Design for Six Sigma) and proved them by case study of K-company. Result from this paper is applied to the new product development planning step for K-company and it made a great success rate. It is expected that the result is applied to the same kind industries.

• Journal of Korean Society for Quality Management
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• v.34 no.2
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• pp.68-76
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• 2006

It is generally thought that the quality management and the six-sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the quality management and the six-sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry. Five key factors for the success of six-sigma innovation activities are suggested, The hidden factory in all the fields of company should be eliminated. Six-sigma projects need to be connected with the company strategy. The project should be carried out intensively in a short time. The innovation activities in the field need to be integrated. The best practice of six-sigma should be disseminated in the field.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.81-94
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• 2003

Six sigma is a management innovation strategy which improves all managerial processes in an integrated manner, Six sigma can be applied to every aspect of managerial functions such as marketing, engineering, purchasing, accounting, and so on. Six sigma is trying to solve quality problems from the customer's viewpoint in the scientific manner, thus maximizing profits through the elimination of quality costs. This paper is presented to verify empirically the successful factors of implementing six sigma through the survey of black­belts of Korean firms. The blue­chip companies in Korea and across the world have already adopted Six Sigma, and it is becoming an integral part of the corporate culture of these companies. In conclusion, the most important factors to the success of six sigma are found to be the leadership of top management, and the compensation/ incentive system. The analysis also shows that the important factors are different in terms of both the process type and implementing stage.

• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.121-133
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• 2009

Recently, as the importance of IT management is increasing, many companies have adopted ITSM(IT Service Management) as a solution to various IT management issues. In addition, some advanced companies are using 6 Sigma technique in their implementation of ITSM. The main purpose of this study is to analyze critical success factors of 6 Sigma in applying to the implementation of ITSM. For a case company, which is known to be successful in applying 6 sigma in its implementation of ITSM, six critical success factors were analyzed. The factors include leadership of CEO, capability and level of 6 Sigma belts, management of accurate data, building organizational systems, training and education, and evaluation and incentive. The results of the study are expected to be used as an useful information for companies to apply 6 Sigma in the implementation of ITSM.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.116-130
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• 2005

While there are many successful cases where application of the TQM model has reaped substantial benefits (Corcoran, 1996; Hayday, 1996 and Massey, 1996), there is little attempt to further develop the TQM model to meet organisations' development needs. The purpose of this paper is introduce the process of development of a fit-for-purpose management system model to meet the development needs of the MTR Corporation Limited, a metro company of Hong Kong. The new management system model is formulated based on the previous research results, on TQM but comprises a new approach to bridging their pitfalls. The formulation of the TMS elements is based on the common factors of four National Quality Awards (Japan, USA, Europe and Australia) and the critical factors developed by seven studies. These studies include those of Saraph et al. (1989), Flynn et al. (1994), Anderson et al. (1995), Powell (1995), Handfield and Ghosh (1995), Black and Porter (1996), and Ahire et al. (1996).

• Journal of Distribution Science
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• v.13 no.11
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• pp.123-130
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• 2015

Purpose - Due to highly elevated levels of competition, many companies today have to face the problem of decreasing profits even when their actual sales volume is increasing. This is a common phenomenon that is seen occurring among companies that focus heavily on quantitative growth rather than qualitative growth. These two aspects of growth should be well balanced for a company to create a sustainable business model. For supply chain management (SCM) planners, the optimized, quantified flow of resources used to be of major interest for decades. However, this trend is rapidly changing so that managers can put the appropriate balance between sales volume and sales quality, which can be evaluated from the profit margin. Profit optimization is a methodology for companies to use to achieve solutions focused more on profitability than sales volume. In this study, we attempt to provide executional insight for companies considering implementation of the profit optimization system to enhance their business profitability. Research design, data, and methodology - In this study, we present a comprehensive explanation of the subject of profit optimization, including the fundamental concepts, the most common profit optimization logic algorithm -linear programming -the business functional scope of the profit optimization system, major key success factors for implementing the profit optimization system at a business organization, and weekly level detailed business processes to actively manage effective system performance in achieving the goals of the system. Additionally, for the purpose of providing more realistic and practical information, we carefully investigate a profit optimization system implementation case study project fulfilled for company S. The project duration was about eight months, with four full-time system development consultants deployed for the period. To guarantee the project's success, the organization adopted a proven system implementation methodology, supply chain management (SCM) six-sigma. SCM six-sigma was originally developed by a group of talented consultants within Samsung SDS through focused efforts and investment in synthesizing SCM and six-sigma to improve and innovate their SCM operations across the entire Samsung Organization. Results - Profit optimization can enable a company to create sales and production plans focused on more profitable products and customers, resulting in sustainable growth. In this study, we explain the concept of profit optimization and prerequisites for successful implementation of the system. Furthermore, the efficient way of system security administration, one of the hottest topics today, is also addressed. Conclusion - This case study can benefit numerous companies that are eagerly searching for ways to break-through current profitability levels. We cannot guarantee that the decision to deploy the profit optimization system will bring success, but we can guarantee that with the help of our study, companies trying to implement profit optimization systems can minimize various possible risks across various system implementation phases. The actual system implementation case of the profit optimization project at company S introduced here can provide valuable lessons for both business organizations and research communities.