• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2011년도 춘계학술대회
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• pp.541-552
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• 2011

Many of Korea major companies have appled as strategy of management innovation Six Sigma, Lean and Theory of Constraints. Six Sigma has mainly focused to reduce variation. Lean has mainly focused to reduce wastes and Theory of Constraints has mainly focused that bottleneck of constrains production and sales. This bottleneck is caused by constraint resources and it should be the main role of manager to explore constraint resource. Although their mainly focus are different, they are used to improve productivity and quality. In this paper, as strategy of management innovation, study on analysis and comparison plan of Six Sigma, Lean and Theory of Constraints. From the literature survey and application cases, it is suggested and discussed that how to plan of application as strategy of management innovation successfully. The suggested plan of application could be a good guideline that it could be a apply of companies.

• 대한안전경영과학회지
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• 제9권3호
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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.

• 대한안전경영과학회지
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• 제11권3호
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• pp.121-129
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• 2009

Today, many companies will be isolated in competition if they do not have competitive power to overcome quick change and big crisis of market. Nowadays, globally high-grade companies have done their best for increasing their competitive power through a many kinds of methods in keen competition for making of pacesetting position. 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 purpose of this study is to seek 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.

• 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.

• 대한안전경영과학회지
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• 제9권4호
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• pp.99-112
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• 2007

In most recent years, the business competition has spreads over all fields of corporations and their management area regardless of time and place, which makes the survival environment of each enterprise fiercer. In order to secure a high position in the competitive market, the various firms has implemented many methods related to price, quality, and service efficiency. However, the implementation with only low price or high quality might be helpless to hold a high position in modem market. Moreover more attention should be paid to the internal business processes of an organization. Therefore, a new and different method should be searched or developed in order to win the competitive power among other enterprises. This research will focus on the improvement of the business processes within the non-manufacturing industry by applying Lean Six Sigma methodology. DMAIC method will be applied to improve the inbound and outbound logistics processes, manage the inbound and outbound vehicles, and control the receiving and shipping activities.

• 한국산업정보학회논문지
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• 제25권4호
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• pp.49-63
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• 2020

오늘날 지방 자치 기관은 재원이 계속 줄어들고 시민의 서비스 품질 기대치가 높아지면서 복잡한 문제에 직면하고 있어 문제해결을 효율적으로 관리할 수 있는 도구를 개발하고 실행해야 한다. 문제해결을 위해 린식스시그마 이론과 도구들이 영리 집단에는 광범위하게 사용되고 있지만, 공공기관에 사용된 사례는 희박하다. 본 연구는 린식스시그마 방식과 도구들을 미국의 한 소도시 산하 지방자치단체의 효율적인 운영 프로세스와 서비스 품질 그리고 시민의 고객 만족을 향상하기 위하여 사용된 사례를 다룬다. 본 사례 연구는 DMAIC (Define, Measure, Analyze, Implement, and Control) 방식을 채택하여 문제를 파악하고 수행지표를 개발 및 측정하여 시행할 수 있는 계획을 제안한다. 본 사례 연구의 결과 지방 정부 공공 업무에 린식스시그마의 이론과 방법을 적용하는 것이 서비스를 제공하는 프로세스의 효율성과 서비스 품질을 개선할 수 있는 훌륭한 방법이 될 수 있음을 보여준다.

• International Journal of Quality Innovation
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• 제8권3호
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• pp.23-34
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• 2007

Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers' expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.

• 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.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2007년도 춘계학술대회
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• pp.187-195
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• 2007

최근 우리나라에서 도요타를 벤치마킹하여 TPS를 도입하는 회사가 늘어나고 있다. 다품종 소량생산의 Lean 생산방식을 적용하기 위해서는 셋업시간의 단축 뿐만 아니라 이에 따른 셋업 품질능력이 향상되어야 한다. 따라서, 공정을 셋업하는 작업자들에게 이러한 Complex Target & Control Chart를 적용한다면, 통계적인 지식 없이도 공정의 불량을 예방 할 수 있으리라 확신한다. 이러한 관리도를 사용하여 공정능력을 향상한다면, 일본과 같은 높은 수준의 공정능력을 확보 할 수 있을 것이다. 단, 본 관리도는 현장 작업자를 위한 불량예방을 위한 품질관리 도구이며, 공정변동을 관리하기 위해서는 엔지니어 측면에서 관리도의 활용도 병행되어야 한다.

• 품질경영학회지
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• 제38권4호
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• pp.521-530
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• 2010

Global regulatory pressures relating climate change and environmental responsibility are asking companies to find out the best way for sustaining their continuous business growths. It could be known that inadequate management for environmental issues are bad for business, negatively affecting brand image, causing unnecessary losses and costs for environmental preservation. For this reason, environmentally conscious green business growth has been recognized as an essential requirement for a company to stay in business. Many companies are looking for green business opportunities of improving their environmental and financial results, and struggling with how green fits into their business. In this paper, the Green Six Sigma, an environmentally conscious Six Sigma methodology, is presented as a way to find solutions for green growths. The Six Sigma is known as a disciplined, data-driven approach and methodology for achieving world-class performance in any process from manufacturing to transactional. In chronological order, the Six Sigma has been evolved from Motorola's quality-oriented methodology to GE's cost-oriented lean approach, and is being evolved and developed as an environment-oriented green growth approach. There is no doubt that the Green Six Sigma, as an engine of green growth, is a power tool for achieving competitive business performance and reducing the impact on the environment.