• Industrial Engineering and Management Systems
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• v.4 no.1
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• pp.47-53
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• 2005

The efficiency of fabrication (fab) operation is one of the key factors in order for a semiconductor manufacturing company to stay competitive. Optimization of manpower and forecasting manpower needs in a modern fab is an essential part of the future strategic planing and a very important to the operational efficiency. As the semiconductor manufacturing technology has entered the 8-inch wafer era, the complexity of fab operation increases with the increase of wafer size. The wafer handling method has evolved from manual mode in 6-inch wafer fab to semi-automated or fully automated factory in 8-inch and 12-inch wafer fab. The distribution of manpower requirement in each specialty varied as the trend of fab operation goes for downsizing manpower with automation and outsourcing maintenance work. This paper is to study the specialty distribution of manpower from the requirement in a typical 6-inch, 8-inch to 12-inch wafer fab. The human resource planning in today’s fab operation shall consider many factors, which include the stability of technical talents. This empirical study mainly focuses on the human resource planning, the manpower distribution of specialty structure and the forecast model of internal demand/supply in current semiconductor manufacturing company. Considering the market fluctuation with the demand of varied products and the advance in process technology, the study is to design a headcount forecast model based on current manpower planning for direct labour (DL) and indirect labour (IDL) in Taiwan’s fab. The model can be used to forecast the future manpower requirement on each specialty for the strategic planning of human resource to serve the development of the industry.

• Journal of the Korean Regional Science Association
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• v.6 no.1
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• pp.11-38
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• 1990

The purpose of this thesis is, first to present the spatial division of labor in Korea and its mechanism, and second, to elucidate the organic integral relation between local labor market and local community by studing the mechanism that the spatial division of labor is projected into the individual lacal labor marker, and reproduction of labor force process in this local labor market. According to this purpose, the theoretical frame of this analysis is done, the positive analysis is made and Kumi is choosed as its analysis case area. The main data is from 'Survey Report on Manufacturing Idustry Wage Conditions' published by Minimum Wage Council, Ministry of Labour and from the questionnaires and interview on textile industry and electric electronics industry firms in Kumi Export Industrial Estate. The following are the results of this study. 1. The mechanism of spatial division of labor in Korea, seen through the employment structure index, is accelerating the regional discrimination by fixing the regional hierarchisation between Seoul (or Seoul Metropolitan Area as expanded Seoul) and other areas. But it is also developing highly the regional employment structure at the level of technical division of labor, since the spatial division of labor in Korea is leaded by large firms and influenced by the policy for regional development. 2. Local labor market is formed in Kumi area and its delimitation is Kumi city. The employment structure of Kumi local labor market is occupying lower hierarchy division at management hierachical level and occupying upper hierarchy division at the level of technical division of labor, and brand plants of large firs are determinating and dominating this emplogment structure. These bdranch plants of large firs are forming more favorable and stabel labor marker than locally controlled ploants in Kumi local labor market. But the reproduction of labor force process in Kumi local labor market is not fully carried out and leaked into central city, therefore Kumi is now becoming an unstable local community, suffering from large movement of population. This is because Kumi local labor market is found not for itself, but by the state policy and externally controlled plants of large firms, and therefore no potentiality to control and to absorb the exterior influences is built in Kumi local labor market. 3. The case firms A, B have spatial division of labor between decision-making function and production function, and between upper management hierachical labor force and lower management hierachical labor force in internal labor market.

• Korea Journal of Hospital Management
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• v.18 no.1
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• pp.70-87
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• 2013

This study investigated contents of mission statements for Strategic Management of hospitals in Korea and Japan. For the study, 44 tertiary care hospitals in korea, which were accredited by the Ministry of Health and Welfare, were selected. And 83 special functioning hospitals in Japan, which were approved by the Minister of Health, Labour and Welfare, were included. Both quantitative and qualitative analyses were conducted by classifying 5 components of the mission statement; market, service, philosophy, image, contribution. Findings from this study are as follow. First, hospitals in Korea emphasized image(93.2%) and philosophy(81.8%) components in their mission statements, whereas hospitals in Japan highlighted components of service(89.2%) and market(72.3%). In detail, mission statements of Korean tertiary care hospitals describe the components of hospital's image (93.2%), philosophy(81.8%), contribution(56.8%), market(22.7%) and service (18.2%) in order. On the other hand, mission statements of Japanese special functioning hospitals describe hospital's service(89.2%), market(72.3%), contribution(61.4%), image (49.4%) and philosophy(34.9%), respectively. Second, as results of Content analysis, there were some differences in mission statements of hospitals between two countries, and it is mainly from the divergences of standards for recognition of medical institutions, environmental factors, and different ways of mission statement description. For strategic hospital management, carrying out innovative restructuring organization or promoting of research and training for medical development is considered as a desirable approach. However, clear description of mission statement is more important and it is required for effective control and managing organization. And then the mission should be communicated within an organization so all internal members understand it and put their efforts to achieve the mission of organization. In conclusion, it is recommended that a leader and senior managers should re-evaluate its mission statement whether it reflects characteristics of an organization. In addition, a mission statement should be created or improved based on critical decision, as well as it should be clearly shared within an organization in order to become a future oriented organizations.

• Journal of the Korean association of regional geographers
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• v.7 no.2
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• pp.17-34
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• 2001

This paper is to analyze how firms in a large firm-led industrial city have carried out the restructuring in the face of radical shifts, with focus on the strategy and the restructuring of firms in Ulsan, a typical industrial district in Korea that is specialized in heavy & chemical industry. It has been well known that the local economy has been led by a small number of large firms, including affiliates of chaebol, and its industrial structure has also been characterised as a clear dichotomy between large firms as a customer and small and medium-size firms as a supplier, which can be called not horizontal but vertical relations. It can identify some tendencies, however, that local companies have been rather dynamically changing in response to increasingly turbulent environment since the Asian crisis. Some are radical, but some incremental. These can be summarized in four distinctive but interlinked ways. First, more than half of local companies surveyed have attempted to change their production systems, mainly from the fordist mass production towards the flexible mass production, seeking both economies of scale and scope. Second, local firms have vigorously continued to reorganize the boundary of the production and the organization, by specializing products and focusing on the core competence in order to save costs and cope with radically changing customer demands in a flexible way. Third, there have been various strategies for the organizational innovation such as the introduction of team organization, the boundary blurring between the managerial and production workers and the intra-firm spin-offs, so as to improve managerial efficiency and competence in the use of internal labour market. Finally, they have tried to be more sensitive to the market and customers. These tendencies seem to be increasingly critical to sustain their competitiveness. To do so, they tend to focus increasingly not only on the competing via the product quality rather than through price, but also to seek to diversify the market and customer firms beyond national boundary.

• Journal of the Korean Geographical Society
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• v.49 no.3
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• pp.390-404
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• 2014

This study analysed the job-housing balance using the number of employees and workers data, and investigated the relationship between job-housing ratio and commuting trip in the Seoul metropolitan area. Between 2005-2010, in the central business district which functioned as urban center, the number of employees were reduced and population growth slowed. Meanwhile, the suburbanization of employment and population has advanced as the employment and population moved from Seoul to Gyeonggi-do. As the increasement of workers compared to the employees became prominent, the excess workers increased significantly. The size of excess workers acted as a factor which reduced the job-housing ratio. Job-housing imbalance worsened in Gyeonggi-do especially. While in many regions, job-housing imbalance improved in clerical, sales, and professional job sectors, but in some regions, the job-housing imbalance worsened in simple labor job and service job sectors. The number of jobs which job-housing imbalance was eased increased in the employment center. The more the job-housing ratio is high, the lower the degree of self-sufficiency of commuting trip and the proportion of internal commuters. In business centers where the number of employees exceed the number of workers, the job-housing ratio and the proportion of commuting trips coming from other regions showed decreasing trend together. The results bear important implications for regional labour market plans considering the spatial mismatch between jobs and housing.