• 한국산업융합학회 논문집
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• 제13권1호
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• pp.49-54
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• 2010

Lean 6 sigma has recently been used to describe a management system which combines lean management and 6 sigma. The marriage between Lean manufacturing and 6 sigma has proven to be a powerful tool for cutting waste and improving the organization operations. Time and quality are the most important metrics in improving any company's production and profit performance. lean 6 sigma is a management innovation for improving production efficiency, process quality, cost reduction, investment efficiency and customer's satisfaction. in this paper, Advanced cell line is builded the home appliance goods of the LCD TV final assembly line of domestic company line, training the multi-skilled man and controlling the production information system based on Lean 6 sigma.

• 품질경영학회지
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• 제40권2호
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• pp.166-175
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• 2012

Enterprises are continuously trying management innovation activities for survival. Among representative management innovation activities in domestic manufacture enterprise, which are TPS, 6 sigma, Lean 6 sigma etc. Many enterprises through these reform activity have gotten good result. However, these techniques have merits and demerits according to circumstance of enterprise. Specially, there are a lot of difficulties in medium and small size enterprises. In this research, We introduce Lean-SMAIS Method for medium and small size enterprises that is consists of the merit of lean 6 sigma and software(which is called ProEye). We prove Lean-SMAIS method is useful by applying medium and small size enterprise A company.

• 벤처창업연구
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• 제10권5호
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• pp.63-71
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• 2015

린 6시그마 또한 6시그마처럼 도입하고자 하는 조직의 특성에 맞게 불합리한 사항과 미비사항을 사전의 파악하여 보완하지 않고, 조직의 특성과 기본 여건을 고려하지 않은 상태에서 추진되어진다면 아마도 추진 사무국 및 전담자의 과중한 업무가 하나 더 늘어나는 결과를 초래할 수 있으므로 린 6시그마 문헌연구와 적용구축 사례 분석과 현재까지 지속적으로 6시그마 활동을 10년 이상 추진 중인 15개 업체에 소속된 벨트(MBB, BB) 96명으로부터 접수된 설문지 내용을 조사하여 얻어진 자료를 통계분석 프로그램인 SPSS 16.0을 사용하여 설문자료의 신뢰성과 타당성을 분석하였고, 6시그마 추진 시행성과, 6시그마 프로젝트 개선안 실행력 제고방안, 6시그마 추진 시 발생하는 당면한 문제점과 개선 및 보완사항을 파악하여 기존 6시그마에 린 생산방식을 합리적으로 통합시켜 린 6시그마 도입 시 경영혁신을 위한 린 6시그마 활동의 효과적인 전개 방법을 제안하였다.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2010년도 춘계학술대회
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• pp.55-61
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• 2010

Many enterprises are looking for counterproposals to be survival through innovation activities and to be held on their continuous businesses for their business management environments nowadays. One of the innovation activities is an improvement of Loss and reinforcement of business structure through Lean, TPM. Another one is an improvement of these innovation activities and have achieved lots of outcomes (profits). But most these activities have been applied for only the industries in Automobile, Semiconductor, Aviation, Construction with large enter in Korea. And most of minor cable enterprises don't even try to import these innovation activities excluding some how the small and medium cable enterprise can import the LEAN / 6 Sigma activities effectively with some of sample in real small and medium cable company.

• 산업공학
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• 제16권spc호
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• pp.60-64
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• 2003

This study proposes a method of implementing Six Sigma linking Lean approach and/or TOC(Theory of Constraints). A case study carried out in a PCB production line is examined to compare Lean Six Sigma and TOC Six Sigma. Implementing guidelines are given to achieve the whole company's optimum.

• 대한산업공학회지
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• 제32권4호
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• pp.298-313
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• 2006

Six sigma is focused on quality improvement through variation reduction, while lean is on process flow improvement and lead time reduction by waste elimination. However, lean cannot bring a process under statistical control and six sigma alone cannot dramatically improve process speed. Lean six sigma was developed to achieve faster rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. In this paper we present the importance of using value stream mapping and suggest a guideline on how to integrate lean and six sigma by is proposed.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 춘계학술대회
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• pp.431-436
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• 2006

6 Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as process of solving problem. Enterprise already propelling successfully 6 sigma such as Motorolla, GE and consulting companies leading 6 sigma also propose DMAIC methodology traditionally. But from making 6 sigma activated, enterprises and 6 sigma consulting companies propose 6 sigma methodology matching office indirection part and research and development part. As the forward example, DFSS(Design For Six Sigma) is R&D part application in GE. This study investigates 6 sigma methodology corresponding to Right Process of the kernel factor. Especially for optimum design of the R&D part, revise DFSS definition and general concept organization through Lean DFSS methodology research and analysis.

• 품질경영학회지
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• 제48권3호
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• pp.381-393
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• 2020

Purpose: The purpose of this study was to find useful solutions by analyzing causes and results about defects on mechanical drawing notes and provide an automated tool with solutions to mechanical engineers. Methods: The collected data for defects on mechanical drawing notes were from ongoing development and mass production projects. Various measurement methods were used based on the Lean 6 Sigma analysis such as Process analysis, C&E diagram and some statistical analysis. Results: The results of this study are as follows; The results of the Lean 6 Sigma analysis, the validity of the selected indicators for improving drawing notes quality was verified through the verification of cause variables. The strategy established to improve the mechanical drawing notes was reflected as an automated program, and the defects were within a manageable range and achieved target Sigma level. Conclusion: Through the application of the "Mechanical drawing notes automation tool", it is expected to resolve the "Voice of Customer, VOC" and "Voice of Business, VOB".

• International Journal of Quality Innovation
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• 제6권3호
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• pp.121-131
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• 2005

Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) methodology as the process of a solving problem. Enterprises already propelling Six Sigma successfully, such as Motorola, GE and consulting companies, also traditionally propose DMAIC methodology. But, from activating Six Sigma, enterprises and Six Sigma-consulting companies propose Six Sigma methodology matching indirection part of office and R&D part. As an example, DFSS (Design For Six Sigma) is part of R&D application in GE. This study investigates Six Sigma methodology corresponding to the Right Process of the kernel factor. Especially for the optimum design of R&D, the study revises the definition of DFSS and the general organization through Lean DFSS methodology research and analysis.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2008년도 정기학술발표대회 논문집
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• pp.551-556
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• 2008

식스시그마는 처음소개 된 이래로 20련 동안 전략적인 측면과 방법론적인 측면 모두에서 식스시그마는 끊임없는 변화를 거듭하고 있다. 식스시그마와 다른 비즈니스 전략과의 접목을 통해 보다 높은 시너지효과를 창출할 수 있는 경영혁신전략의 개발에 대한 관심은 대단히 높다. 린 생산방식 등과의 접목에 대해 많은 연구와 실행이 추진되고 있으며 특히, 린과 식스시그마가 접목된 린 식스시그마는 식스시그마를 통해 성과를 올린 여러 기업들이 보다 발전된 형태의 혁신전략으로서 도입을 추진하고 있다. 하지만 현재 린과 식스시그마를 접목한 린식스시그마에 대한 연구나 여러 기업들의 적용이 이루어지고 있지만 건설분야에서는 연구나 실제 적용사례들이 부족한 상태이다. 이러한 문제점을 해결하고자 6시그마를 이용하여 시행된 프로젝트를 통하여 건설분야에서의 식스시그마의 방법론인 DMAIC의 프로세스를 구체화시키고 선행연구된 린식스시그마 연구를 통하여 DMAIC 프로세스를 발전시키고 건설분야에 식스시그마 DMAIC 프로세스를 재구성하여 제시하고자 한다.