• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.1
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• pp.189-206
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• 2012

It is urgently requested to innovate the management process of business-service areas in all industry such as financial business, services and manufacturing because of recent business trend - de-manufacturing trend and the weight increment of service in all industries. Many enterprises introduce various management - innovation methodologies in order to meet the rapidly changing business environment. Especially in Korea, it is a vogue to introduce the innovation methodology of the advanced company's. According to this style, the six sigma has been introduced over 10 years since late 1990's and it has become a synonym of innovation indeed. But the result of six sigma introduction has not reached to the level of expectation in its beginning. And the "Lean" have been introduced in Korea in the situation of global financial crisis, economic slump and the pursuit of developing country such as China. Many Korea companies pay attention to the "Lean" innovation activity because the TPS(Toyota Production System) is the matrix of Lean and is the motive power of Toyota growth. In this study, it was analyzed for the evolution course, distinctive features and effects of Lean management and was examined for the difference of Lean management between manufacturing industry and business-service areas. From this results, the characteristics of Lean management in business-service was analyzed. After survey of innovation agent in Korea company, the Lean model of business-service Industry was developed and applied. This study will be worthy to show the right direction to the enterprises which are to apply lean methodologies, or the enterprises which examine lean management for competitive advantages or the peoples who research the same topics.

• Journal of Korean Institute of Industrial Engineers
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• v.42 no.2
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• pp.80-85
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• 2016

This study suggests a process design using cognitive processes. Job characteristic model for job design and recent cognitive engineering studies for process design are reviewed briefly. By using these concepts, the lean production system is re-interpreted in terms of cognitive engineering and the latent dimensions of the lean production system are revealed as the application of cognitive engineering principles. An integrated process design framework for cognitive manufacturing system using job characteristic model is suggested for the effective design of manufacturing system. Propositions for empirical analysis of this model are also analyzed through a questionnaire survey. Propositions are (1) experiential cognition and motivation potential affect the ability, role perception, and need for achievement of the operator in the manufacturing system, (2) the ability, role perception, and need for achievement of the operator affect the job performance. Both propositions are supported by correlation analysis and path analysis.

• Journal of KIBIM
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• v.8 no.4
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• pp.23-33
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• 2018

Recently, the industry actively adopts the cutting-edge technologies of the fourth industrial revolution and uses them to enhance the productivity and service of mass-customization. The manufacturing industry is creating new processes and business models by achieving digital transformations through a lean start-up approach aimed at achieving the highest customer satisfaction with minimal resources. Although attempts are made to manufacture the building by introducing the latest technology in architecture, it is applied sporadically, not as an integrated system, in the entire phase of the architectural project. This paper analyzes the changes in the construction industry through the application of core technologies of the fourth industrial revolution. Design processes are analyzed for the digital transformation of the construction industry by case study of advanced architectural design practice. A novel design concept model 'Architectural lean startup' is proposed by combining the architectural process and the lean start up method. Through the design of the bus stop based on the architectural lean startup concept, it is confirmed that the designer repeats the 'Generate-Test-Analysis' to develop the design and generate the final result.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.39
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• pp.143-154
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• 1996

Manufacturing industry is on the verge of a major paradigm shift. This shift will take us away from mass production, way beyond lean manufacturing into a world of new intelligent and agile manufacturing. We spent most of our time during the 1980s copying the Japanese. This paper studys reengineering methodologies to build up low-cost manufacturing systems efficiently in Korean companies

• Information Systems Review
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• v.13 no.1
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• pp.61-74
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• 2011

Software industry still has many deep-seated problems. As a natural consequence, it may have to learn from best practices in more mature industry like manufacturing. An example is 'lean' software development which is defined as translation of 'lean manufacturing' principles to the software development domain. The principles include 'eliminate waste' and 'amplify learning.' It was much asserted that these principles are worth applying. Not much study, however, was done on how to practically implement these principles into software development practice. In this study we attempt to present a method in which project lead time and software defects are regarded as major targets of management and are visualized using Cumulative Flow Diagram. We further applied this method on actual projects. The result confirms that agile is positively effective on reducing wastes.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.113-119
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• 2003

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, several construction companies in the USA have applied the Last Planner System (LPS), a decentralized system developed by the Lean Construction Institute. Thus, there are demands to share information how other companies implement lean construction, to identify the benefits and barriers of lean implementation in the construction fields, and finally to improve their lean implementation. This study carried out case studies to assess current lean construction projects with the objective to find out how effectively and to what extent lean construction is being adapted by the construction industry. This study will only introduce the Last Planner which has four levels in the LPDS, findings based on interviews with project participants, and observations from the projects. This study will also provide empirically identified success factors associated with lean implementation on the construction site. Finally, the recommendations are offered to support the effort of adaptation of lean construction in the domestic construction industry. Even though lean construction still stood on the bridge crossing from current practice to lean practice, it is the researcher's conviction that lean construction would be successfully adapted to the construction industry in the near future and would be recognized as an effective management innovation.

• Korean Journal of Labor Studies
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• v.17 no.1
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• pp.1-36
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• 2011

The purpose of this study is to analyze the effect to financial outcome and workers' outcome, using the manufacturing industry database of Human Capital corporate Panel from Korea Research Institute for Vocational Education & Training. Especially, this study used the typology of Lean production and Autonomous team production, that are the typical form of alternative work organization, to analyze. In the case of domestic manufacturing industry, individual participation practices, that have the main characteristics such as QC or suggestion system, is expanded. Therefore, with the reference of Lean production, Autonomous Team Production and the Taylor system are compared and analyzed, considering the characteristics of Socio-technical System. As a result, it is showed that the Lean production and Autonomous Team Production as a alternative work organization are more positive about the organizational performance and workers' outcome than the taylor system. However, when Lean production and Autonomous Team Production are compared, it is showed unsignificant distinction to the effect of organizational performance. Meanwhile, Lean production showed more negative effect on the every dependent variables such as working hours, income, job satisfaction, and organizational commitment as workers' performance than the Autonomous Team Production. Although the common ideas and belief is that the Lean Production is superior for the quality and organizational performance improvement, it is implied the possibility that there is some damaged workers' performance on the hidden side of that mechanism.

• Journal of the Korea Safety Management & Science
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• v.9 no.3
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• pp.95-102
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• 2007

Nowadays, globally high-grade companies have done their best for increasing their competitive power through a many kinds of method in incisive competition for making certain of a pacesetting position. Among the rest, Six Sigma have been the best methodology of improving process and have proven to be effective by the result of improving process in many of manufacturing business, however, it has not obtained excellent results in the transaction business. In transaction business, a $30\sim50%$ costs in total costs is generated by slow-speed working and reworking. The slow processes decrease the quality and increase the cost, which decreases customer satisfaction, and finally the income is decreased. All of them are so called wastes in processes. For this, adopting of lean six sigma methodology in process management can eliminate the wastes and reduce the variation. This study focuses on distribution with the domains like capacity, layout, amount of location, assignment of product, operation procedure and operation rule in order to improve these domains, we make a further application of eight analysis ways based on DMAIC method for improving operation of processes of distribution center as the third profit source. The goal of this study is to trace an approach that can easily adopt of Lean Six Sigma in operational management of distribution center by a kind of data, analysis method and template.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.647-651
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• 2007

The Lean Construction is adopted from Lean Principle of Manufacturing Industry in the early of 1990, that has been providing theoretical background and good practical implementation for maximizing customers' satisfaction and improving productivity through minimizing the waste factors in the construction operations. The Last Planner System(LPS), one of the elementary techniques of Lean Construction, aims for improving the work reliability and reducing variability by measuring and managing the daily or weekly performance for overcoming the weakness of recent complex schedule management tools such as Critical Path Method. This research is propose a framework for implementation of LPS conducted by owner in plant construction.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.63-71
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• 2015

Lean six sigma has to be utilized considering irrational system or defects based on features of organization beforehand. Otherwise, it won't improve anything but burden another heavy responsibilities to the people in charge. Therefore, a survey was conducted in addition to a literature review and a case study about lean six sigma to verify effective deployment method for lean 6sigma tools. The survey was conducted across for 96 interviewees who have MBB or BB was selected from 15 companies which have been running six sigma projects over 10 years and SPSS 16.0 was used for verifying reliability and validity of the research. In conclusion, some issues occurred in the process of six sigma projects were identified and effective deployment method of lean six sigma tools by integrating lean manufacturing into 6sigma were suggested based on those issues.