• Journal of Korea Technology Innovation Society
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• v.17 no.4
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• pp.733-762
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• 2014

The government mandates that national research facilities & equipments through R&D business budget should be registered on the National Science and Technology Information Service (NTIS) for the purpose of the efficient use of the research facilities & equipments. This study is to contribute to the national policies on the efficient management of the research facilities & equipments by recognition methodology with the university's members and analysis of the impact factors of the universities' registration process improvement through the Define level and Measure level of the Six Sigma DAMIC. The survey and interview were conducted on research directors, professors joining university administration, graduate students, researchers, and staffs of A University. The findings are the lack of understanding specific steps and life-cycle management of research facilities & equipments. It is necessary to collect suggestions from universities and pursue policies considered the unique characteristics of the university for advanced operating and maximizing use of university's national research facilities & equipments. Research facilities & equipments enrollment compliance rate and registration accuracy were selected as CTQ-Y through the Six Sigma. 72 potential cause variables were derived through Process Map and C & E Diagram. 13 variables were determined as core potential factors through the X-Y Matrix and Pareto Chart. Research institutions should maximize utilization of research facilities & equipments through deriving a potential variables of the process improvements and designing a detail improvements based on the characteristics of each institutions.

• Journal of Korean Society for Quality Management
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• v.38 no.4
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• pp.531-539
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• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• 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 Digital Convergence
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• v.10 no.6
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• pp.141-152
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• 2012

This study is a comparatively analyzes innovation tools for developing appropriate business models according to the types of convergence. Firstly, it examines previous studies on the type of convergence, business models, and innovation tools. Based on the understanding of each topic through literature search, it introduces Convergence-Business-Innovation Tools Cube (CBI Cube) model with the concept of developing innovative business models by applying innovation tools under the condition of convergence. In order to quantify (concretize) the concept, we have compared the relative priority of innovation tools for developing business models to find component factors of CBI Cube model through the survey of an expert group by adopting DelPhi method and AHP method. From the result of this study, we expect to be able to make an easier approach to the development of innovative products, services and market as it allo ws to develop business models of value innovation beyond just benchmarking or simple imitation of existing business models.