• International Journal of Quality Innovation
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• v.3 no.2
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• pp.159-173
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• 2002

Any organization's Six Sigma program may be at high risk without heeding the lessons learned from the past and that tries to operate without a robust business foundation. A foundation that preferably should consist of stepping-stones such as a 5-S house-keeping program, an effective Integrated Management System (IMS), which includes a strong focus on planning for quality to fully capture the Voice of the Customer (VOC), and an organization-wide training scheme, as well as a reliable Cost of Poor Quality (COPQ) system. That's the best advise I can give to any organization that wishes to embark on a Six Sigma improvement program and hope to be successful. The paper will elaborate on the above issues and provide suggested solutions based on the review of published historical information and the experiences encountered over the last four decades by the author, as a quality practitioner and consultant, in industries that produced safety-critical product. This author maintains that few fundamentally new or useful things have been created in the field of Quality during the last couple of decades. Nevertheless, this paper deliberates on a number of relatively “newer” issues including the concept of “three types of customers”, the CTC, “Critical To Customer” term, the eight Quality Management Principles of the new ISO 9000 family, the growth of industry-specific standards, the adoption of Integrated Management Systems, the rebirth of AS2561 COQ standard, the spread of Six Sigma as well as related ASQ certification and the need for a robust business foundation to ensure Six Sigma survival.

• Journal of Korea Society of Industrial Information Systems
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• v.8 no.4
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• pp.1-7
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• 2003

This study is concerned with the operational methods of Quality Management employed by the small and medium-sized companies in Gang won-do to improve their power of competition. This study is particular, studied the consortium-participating companies on their Plans of Quality Management as to how they carry them out in order to advance to the first-class business enterprises. The results of this study showed that the of shortage manpower and funds that the local small and mediumsized companies commonly face played a significant role as major obstacles in implementing their Quality Management programs. The study results also suggest that it is necessary to promote some periodic manpower train- ing programs in cooperation with local universities, to utilize professors and experts to build management strategies that can bring and secure the power of competition, and to construct a system of educational-industrial cooperation, as ways leading these companies to the 21s1 century's type of business enterprise.

• Applied Biological Chemistry
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• v.27 no.2
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• pp.100-106
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• 1984

Five subcellular fractions were obtained by successive centrifugation from the liver of rats within 6 hours of life and characterized by comparing marker compound or marker enzyms. After incubating $3{\beta}$-hydroxy-$5{\alpha}$-pregnan-20-one with the each fraction, the steroids were analyzed by TLC, GLC and GC-MS. A $6{\alpha}$-hydroxylase which hydroxylizes the tetra-hydrogenated compound of progesterone, $3{\beta}$-hydroxy-$5{\alpha}$-pregnan-20-one, was localized in the crude plasma membrane fraction, but not in the microsome fraction. The maximum 6α-hydroxylation was observed at pH 7.0. While this 6α-steroid hydroxylase was not able to hydroxlyze the progesterone, the $3{\alpha}$-isomer was hydroxylized at the $6{\alpha}$-position.