• Journal of Korean Society of Industrial and Systems Engineering
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• v.25 no.3
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• pp.64-77
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• 2002

In every sectors of industry, the Business Process Reengineering(BPR) has been applied for taking competitive advantage under rapidly changing environment. A company adopting the BPR has begun to consider the introduction of Enterprise Resource Planning ERP systems. ERP systems can integrates many core activities of business, such as manufacturing management, human resource management, financial management, supply chain management by applying the best practices to facilitate a rapid decision-making, cost reductions, and organizational control. Unfortunately, however, many tentative risk factors are existed through each phase of the introduction of ERP systems. As a result, it can bring an enormous benefits to a company or it can be a disastrous for organization. Therefore, two critical questions regarding the introduction of ERP systems should be analyzed before actual introduction has happened. They are "how can ERP systems be introduced successfully\ulcorner" and "what are the critical success factors for each phase of introduction of ERP systems\ulcorner". Through this research, We studied and analyzed the characteristics of critical success factors requiring at each phase of the introduction of ERP systems by applying the questionnaire survey method. Finally, we suggest the list of barriers and critical success factors for each phase of introduction of ERP systems.tion of ERP systems.

• Transactions of the Korean Society of Mechanical Engineers A
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• v.36 no.3
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• pp.265-273
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• 2012

The business environment is changing rapidly because of the global crisis. In order to survive and enhance competitiveness in the global market, global manufacturing companies are trying to overcome the crisis through the convergence of production infrastructure and IT technology. The importance of systems to support the integration of manufacturing processes, collaboration in product development, and information integration of providers and producers is therefore increasing. In this paper, research is conducted on the design and implementation of a collaboration system to support a power-boat manufacturing company in this situation of increased demand for collaboration and information integration. The system was designed through product-structure and production-process analysis, support product data management, and enterprise contents management. The company involved in the power-boat development project is expected to show an improvement in productivity through the integrated management of information and collaboration provided by this system.

• Asia Marketing Journal
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• v.14 no.4
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• pp.23-33
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• 2013

This case focuses on WE CAN Cookies, a social enterprise in South Korea that was founded in 2001 with the support of the Korean Roman Catholic Church. WE CAN Cookies specializes in the making of high quality organic cookies. As a nonprofit organization that uses a labor force of mostly mentally disabled workers, the company faces many challenges that normal companies do not experience. The company had to initially overcome the social prejudice that the handicapped cannot make good cookies. Despite the religious background and social agenda of the company, it started making inroads as a cookie-making business only after its managers, including the nuns who run it began adopting modern management philosophies and practices. The WE CAN Cookies case illustrates three main marketing-related concepts: One, WE CAN Cookies is a good example of how social enterprises face a broader spectrum of challenges when compared to conventional profit-seeking enterprises. Two, WE CAN Cookies demonstrates that social enterprises need flexibility in formulating their business strategies. Even though WE CAN Cookies is subject to many constraints, as a social enterprise it can also take advantage of new opportunities for obtaining support from the government and from the private sector. Three, WE CAN Cookies shows that these types of operations need to create greater balance in their social and business competencies to ensure the long term viability. Social enterprises are certified by governments with the stated goal of improving the lives and the wellbeing of special interest group. As important as achieving these objectives are, social enterprises also must additionally be able to build their operational capabilities not only in manufacturing but also in functions such as marketing.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.7
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• pp.63-72
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• 2017

This paper proposes a procedure to improve the operational efficiency of the automotive parts manufacturing process by applying classical IE techniques composed of process analysis, work method analysis, and motion analysis, and a specific application case is outlined. The proposed procedure was developed originally by the Task Force organized in L company's automotive parts manufacturing business unit. The balance efficiency and production capacity were used as measures of operational efficiency. The developed procedure follows the general procedure of analyzing the phenomenon at the manufacturing shop, deriving an improvement solution to solve the problem, evaluating each derived alternative, and implementing it to the field to achieve productivity improvement. Among the methods used in each phase of the procedure, function analysis used in the waste discovery phase and R&R evaluation method used in the alternative assessment phase are unique techniques developed by L company's TF. The R&R Evaluation method techniques are described in detail because this method is highly applicable and extensible. A case of applying developed procedures to improve the EPS motor manufacturing process is discussed. As a result, the line balance efficiency and production capacity were increased to a satisfactory level.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.4
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• pp.106-116
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• 2016

MTO (Make to Order) is a manufacturing process in which manufacturing starts only after a customer's order is received. Manufacturing after receiving customer's orders means to start a pull-type supply chain operation because manufacturing is performed when demand is confirmed, i.e. being pulled by demand (The opposite business model is to manufacture products for stock MTS (Make to Stock), which is push-type production). There are also BTO (Build to Order) and ATO (Assemble To Order) in which assembly starts according to demand. Lean manufacturing by MTO is very efficient system. Nevertheless, the process industry, generally, which has a high fixed cost burden due to large-scale investment is suitable for mass production of small pieces or 'mass customization' defined recently. The process industry produces large quantities at one time because of the lack of manufacturing flexibility due to long time for model change or job change, and high loss during line-down (shutdown). As a result, it has a lot of inventory and costs are increased. In order to reduce the cost due to the characteristics of the process industry, which has a high fixed cost per hour, it operates a stock production system in which it is made and sold regardless of the order of the customer. Therefore, in a business environment where the external environment changes greatly, the inventory is not sold and it becomes obsolete. As a result, the company's costs increase, profits fall, and it make more difficult to survive in the competition. Based on the customer's order, we have built a new method for order system to meet the characteristics of the process industry by producing it as a high-profitable model. The design elements are designed by deriving the functions to satisfy the Y by collecting the internal and external VOC (voice of customer), and the design elements are verified through the conversion function. And the Y is satisfied through the pilot test verified and supplemented. By operating this make to order system, we have reduced bad inventories, lowered costs, and improved lead time in terms of delivery competitiveness. Make to order system in the process industry is effective for the display glass industry, for example, B and C groups which are non-flagship models, have confirmed that the line is down when there is no order, and A group which is flagship model, have confirmed stock production when there is no order.

• Proceedings of the Korean Society for Noise and Vibration Engineering Conference
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• 2005.11a
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• pp.406-410
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• 2005

The wind turbine, Europe and the United States are different with the standards process each other when the manufacturing company which in order to demand the standards process to a construction in the multi country with interested parties of the corresponding nation to, always the re-agreement is difficult. Korean wind turbine also detail there is not a standard, when it produces and establishes of wind turbine, the problem point occurs. It is like that investigation of international standards system it leads and when it prepares the Acoustic noise measurement of the Wind Turbine Systems of Korea, it prepares the base for industrial development wind turbine of Korea.

• The International Journal of Costume Culture
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• v.12 no.2
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• pp.129-140
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• 2009

In this study, the effect of innovativeness of external networks on the corporate innovativeness and innovation performance were explored based on web survey data collected from 230 manufacturing companies. Specifically, according to the manufacturers' business categories divided by the technology level, three groups such as advance technology (electronic/IT), mid- to high technology (automobile/machine), and low technology (textile/clothing) companies were investigated to find out which external network influences corporate innovativeness and innovation performance. In the result, textile/clothing companies were not different in company size, history, and innovation effort from advanced technology and mid- to high technology companies. Collectively, the innovativeness of external networks affected corporate innovativeness and innovation performance. In the result by a business category, innovativeness and innovation performance of textile/clothing companies were affected by the innovativeness of competitors, whereas automobile/machine companies in the mid- to high technology group were affected by suppliers. In addition, advanced technology (electronics/IT) were affected by buyers and competitors. These differences suggest that the way to use vertical networks toward upstream (e.g., suppliers) and downstream (e. g., buyers) as well as horizontal networks toward competitors can be different by the business category of manufacturers. The result would provide implications for the academia and the industry.

• Journal of Korean Society for Quality Management
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• v.34 no.2
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• pp.129-135
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• 2006

In the advance of computer technology, it is possible to keep all the related informations for monitoring equipments in control and huge amount of real time manufacturing data in a data base. Thus, the statistical analysis of large data sets with hundreds of thousands observations and hundred of independent variables whose some of values are missing at many observations is needed even though it is a formidable computational task. A tree structured approach to classification is capable of screening important independent variables and their interactions. In a Six Sigma project handling large amount of manufacturing data, one of the goals is to screen vital few variables among trivial many variables. In this paper we have reviewed and summarized CART, C4.5 and CHAID algorithms and proposed a simple method of screening vital few variables by selecting common variables screened by all the three algorithms. Also how to develop a logistics regression model on a large data set is discussed and illustrated through a large finance data set collected by a credit bureau for th purpose of predicting the bankruptcy of the company.

• Journal of Distribution Science
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• v.20 no.4
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• pp.51-63
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• 2022

Purposes: The purpose of this study is to develop and test a possible model that investigates the relationships between green investment, CSR disclosure, social collaboration initiatives, and firm distribution performance to deal with environmental change because it's become the major stakeholder since it affects increasingly global company performance index. Research methodology: In this study a quantitative method was adopted. The 220 respondents were owners and managers of manufacturing enterprises from Indonesia. The structural equation model (SEM) was used to test the hypotheses, and the Partial Least Square (SmartPLS) was used as the data analysis tool. Findings: The study's finding shows that green investment has a significant effect on CSR disclosure, and CSR disclosure has a positive relationship with social collaborative initiatives and the firm's distribution performance. Similarly, social collaborative initiatives also significantly impact a firm's distribution performance. Limitations: This study uses variables that are still abstract and have not been able to regress the dimensions contained there into conclusion variables for each antecedent variable. In addition, this study only used a sample with a small scope, namely Central Java Province, Indonesia. Contribution: The findings of this study contribute to the body of literature in the field of organizational management and support the agency and stakeholder theories. For the practical contribution, this study provides the way to build and implement green-based investment strategies as a competitive edge and improve firm's distribution performance.

• Proceedings of the KSRS Conference
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• v.2
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• pp.836-839
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• 2006

Telematics, one of the so-called New Growth Engine of IT839, is a leading IT service where wireless internet service represented by information and mobility is extended to the area of transportation. To provide telematics service, Telematics service provider have to connect with various Contents Provider or Service Provide server - for example - LBSS(Location Based Service Server), ASPS(Application Service Provider Server), TELICS(TELematics Information Center Server), GMS(Geo-mobility Server), WTPS(World Telematics Protocol Server) and MAUS(Map Air Update Server). Presently, It is nearly impossible or very difficult for the company that are manufacturing and testing telematics device to develop and test telematics solution without connecting Telematics Service Provider, Service Provider, Contents Provider. And, it is very difficult to connect in TSP, CP, SP having the product to be developed. In this paper, we proposed virtual telematics service provider. The proposed Virtual Telematics Service Provider is to provide telematics services and functionalities by integrating telematics servers into TSP gateway virtually. In other words, VTSP is performs with the role of TSP, CP, SP. And the VTSP support integration of telematics servers, interfacing and monitoring between terminal and the integrated servers.