• KSCE Journal of Civil and Environmental Engineering Research
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• v.31 no.3D
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• pp.451-456
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• 2011

There is a relationship between effective time management and project success. Therefore, advanced time management techniques have recently been introduced. This paper investigates the current time management practices for road construction sites and proposes lean construction practices to effectively implement time management. This would be helpful to establish an effective schedule plan. Also, an efficient construction site time management system can be developed base on this fundamental research. Furthermore, future research should be performed to investigate the performance of lean construction.

• Proceedings of the KIEE Conference
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• 1999.07b
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• pp.1005-1008
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• 1999

HMC has developed the lean burn system with alpha 4-valve into domestic market in the end of 1997. In a viewpoint of saving energy and prevention of global warming (CO2 reduction), the lean burn system has recently attracted a considerable attentions in gasoline engines. There has been, however, difficulty in extending LML(Lean Misfire Limit) enough to meet the emission regulations and satisfaction of driveability. In this paper some descriptions will be given upon the new technology of lean bum engine which will be installed in Accent, especially the improvement of the combustion, the development of engine management system such as intake system and wide range air fuel control strategy, and the result of vehicle test.

• Construction Engineering and Management
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• v.11 no.3
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• pp.59-60
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• 2010

• Korean Journal of Construction Engineering and Management
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• v.12 no.4
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• pp.50-58
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• 2011

Lean concept is management philosophy that defines a customer's value and eliminates wasteful and impeditive factors. Management philosophy of Lean in the construction industry is referred to as "Lean Construction". Now this concept has expanded to achieve effective productivity during the design phase. Currently the norm of the domestic design process has been Point-based Design(PBD). It involves selecting a single structurally-feasible design option early and then refining that single design as more information becomes available throughout the design process. This single design is then re-worked until a solution is found that is feasible for all parties. On the contrary, Set-based Design(SBD) is based on lean processes to eliminate waste and improve project productivity. It focuses on keeping the design space as open as long as possible, to allow "subdesign" to advance and not labeling them as secondary in importance. Preserving the maximum number of feasible designs as long as possible reduces the likelihood that rework will be necessary and allows all project participants to utilize their unique expertise to make the project successful. This study proposes that the design methodology of minimizing waste and increasing productivity through SBD of AHP, one of the decision making process so as to compare PBD with SBD and tries to find decision making process and then suggest that application methodology through performs case study of SBD process.

• Architectural research
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• v.20 no.4
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• pp.147-152
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• 2018

As construction projects become larger, process plans become more complex, and inadequate process management leads to waste of time and resources. Effective process management requires process management techniques that can identify problems inherent in the process, continuously improve, and reflect interdependent process characteristics. In the field, the day's details by work type and work status are to be entered in the work daily report. However, even when important information is written, it is not directly linked to the overall process management. This study aims to propose specific process management and decision-making plan based on actual worker by visualizing and quantifying the information described in the existing work daily report. It is expected efficient process management to increase reliability and productivity through process management, which can increase the utilization of work daily reports and facilitates organic communication among participants.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.551-556
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• 2008

Six Sigma keeps its continuous change in terms of its strategies and methodologies for 20 years since it is introduced in the industry Developing innovative business management strategies creating a higher synergy effect has been Pursued by combining Six Sigma and different business strategies. In fact, various research studies have been performed for grafting lean production theory with Six Sigma concept. Specifically, the companies which obtained positive results from the applications of Six Sigma are trying to adopt Lean Six Sigma theory for their business strategies. However, the research studies or the applications of Lean Six Sigma are insufficient in the construction industry compared to the other industries such as manufacturing. In order to deal effectively with this issue, this research study suggests the improved and restructured Six Sigma DMAIC processes by embodying the existing Six Sigma DMAIC processes applied on construction projects and improving them through the improvement territories of Lean Six Sigma studied in advance.

• Proceedings of the Safety Management and Science Conference
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• 2007.04a
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• pp.417-424
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• 2007

오늘날 제품이 문제가 되는 경우는 별로 없다. 그런데 불행하게도 재화를 만들고 용역을 제공하는 많은 기업들은 제품 하나에만 관심을 쏟고 있다. 정작 중요한 것은 고객의 소리를 듣는 것이다. 서비스 산업에서 특히 이것은 아주 중요하다. 서비스 관련 여러 요소 가운데 중요도를 선정하여 서비스 품질을 린 프로세스적 사고로 서비스 요소중의 낭비를 제거 한다면 소비자에게 불필요한 서비스가 아닌 진정한 가치를 선사하는 일이 될 것이다.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.381-388
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• 2006

많은 6시그마 혁신을 하는 기업 중에서 IS09000 시리즈나 IS0/TS16949 인증을 받고 있다. 그럼에도 불구하고 6시그마 도입 초기부터 ISO/TS16949와 통합운영을 생각하고 추진하는 곳은 많지 않다. ISO/TS16949에서는 기업전반의 프로세스에 많은 중점을 두고 있다. 그 중에서도 APQP(Advanced Product Quality Planning)은 제품 초기에서 부터 명확한 품질계획 업무 프로세스를 가지고 활동을 하라는 필수 프로세스를 요구하고 있다. 그러나 구체적인 Flow나 단계는 각 기업체의 특성에 맞기고 있다. 6시그마의 Lean DFSS는 이러한 제품개발 프로세스의 구체적인 전개단계를 제공 하고 있다. 여기에 APQP에 서 요건으로 명시한 각 프로세스 단계마다 인풋(Input)요소, 아웃풋(Output) 요소, 타켓(Target), 그 프로세스를 책임질 구성원, 핵심성공요인(KSF), 핵심성공지수(KPI), 단계마다의 FMEA(Failure Mode Effect Analysis) 분석을 대응하면 도입 초기에서 부터 상호 유기적이면서 효과적인 System이 된다.

• Journal of the Korea Safety Management & Science
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• v.17 no.2
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• pp.97-106
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• 2015

System is the organization of hardware, software, personnel and facilities needed to perform a designated function within a stated environment with specified results. The trend of modern systems is getting more complex and larger. The system is necessary for modern society but the minor malfunction of the system can result the enormous human and material losses. Recently it is being heightened the concern for system safety and required to be built and applied Safety Engineering standard Guideline for safety of complex and large-sized system. This paper describes the System Engineering Process model integrated with Safety Engineering and the establishment of standard safety guidelines for safety of product development using DMADOV Methodology of the Lean 6 Sigma.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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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.