• Nutrition Research and Practice
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• 제15권4호
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• pp.528-540
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• 2021

BACKGROUND/OBJECTIVES: In a healthy person, from 35 years of age, there is an annual loss of muscle mass at the rate of 1-2% and is associated with a decline in the quality of life. This study aimed to identify the particular dietary patterns associated with the risk of lower lean muscle mass in Korean postmenopausal women. SUBJECTS/METHODS: The Korea National Health and Nutrition Examination Survey (KNHANES) is a population-based, continuous cross-sectional annual survey. The participants of the KNHANES IV (2008-2009) and V (2010-2011) were considered for this study. The study sample consisted of 1548 postmenopausal women, aged 45-86 years. Lower lean muscle mass was defined as having appendicular skeletal muscle mass corrected for body weight less than 1 standard deviation of the young reference group aged 20 to 39 years in KNHANES IV and V. To identify the dietary pattern using factor analysis, 24-h recall data was used. RESULTS: The prevalence of lower lean muscle mass was 31.3% in this study population. Four dietary patterns were identified by factor analysis; 'Diverse', 'Western', 'Traditional', and 'Snacks and beverages'. The 'Western' pattern, highest factor loadings for flour and bread, potatoes, red meat, processed meat, eggs, and cheese, was significantly associated with a high (60%) risk of lower lean muscle mass (odds ratio [95% confidence interval] = 1.60 [1.07-2.39], P for trend = 0.01) after adjustments for potential covariates. The other 3 dietary patterns were not associated with lower lean muscle mass. CONCLUSIONS: The study findings suggest that the 'Western' dietary pattern that includes flour and bread, potatoes, red meat, processed meat, eggs, and cheese, may be associated with a higher risk of lower lean muscle mass in Korean postmenopausal women.

• 유통과학연구
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• 제11권7호
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• pp.23-30
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• 2013

Purpose - The study attempts to investigate the relationship between inventory management and firm performance using a multi-dimensional aspect of inventory management with respect to lean management practices across countries. Research design, data, and methodology - 1643 manufacturing firms from Japan and the US that SIC ranges from 2000 to 3999 were chosen to conduct the empirical test. This study employs hierarchical OLS regression analysis to examine the impact of control variables, ABI, EBI, and the interaction between ABI and EBI on firm performance. Results - The result indicates that in Japan high level of inventory negatively influences the accounting flows of business, while US manufactures exhibit strong positive impact of ELI on firm performance across accounting and market measures. The results show that the complementarity between the amount and the speed of inventory does exist. Except for Tobin's q, the sign of interaction term coefficient is negative, suggesting that when the amount of inventory increases and it stays longer in a firm, market values, ROS, and ROA suffers. Conclusions - The major finding of this study is that there exist some complementarities between the scope and implication of inventory management for lean strategy across countries, particularly in U.S. and Japanese firms.

• 대한안전경영과학회지
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• 제14권2호
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• pp.147-158
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• 2012

This paper aims to develop a new chain metrics for obtaining lean Overall Equipment Effectiveness(OEE) and present implementation strategy which considers the properties for Total Productive Maintenance(TPM) to reduce machine losses, Performance Analysis and Control(PAC) to reduce labor losses, Lean Production System(LPS) to reduce floor wastes, and Theory of Constraints(TOC) to minimize the problem of Capacity Constrained Resource(CCR). The study reviews the related literatures and reformulates the structure of machine losses, labor losses and field wastes. The research also develops the integrated productivity metrics according to time, units, reliability and maintainability. It is found that the study develops the actual productivity measure in terms of efficiency, effectiveness and standard productivity. In addition to that, it outlines and develops by using the integrated LPS and TPM, lean OEE measures such as Time Based Productivity(TBP), Unit Based Productivity(UBP), and Reliability & Maintainability Based Availability(RMBA). Implication examples are proposed to make it easier and available for practioners to understand the implementation strategies about TPM OEE, lean OEE and TOC OEE. Futhermore related to other studies, the research contributes to create a new chain productivity measures to clear the interrelationship concepts of productivity, efficiency and effectiveness. Moreover the paper develops the enhanced OEE measures by integration of TPM, PAC, LPS and TOC with the perspective of schedule, throughput, reliability, maintainability and availability.

• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.41-49
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• 2007

GS E&C had developed construction management system, PMS which is based on EVMS in 1997. Recently, TPMS has developed for effective construction management through applying daily schedule management and JIT on materials, labors, equipments focusing field work. TPMS realizes "Shielding" and "Make-Ready Process" which are the main concept of Lean construction. Through this system, it can manage and plan daily field work, support the field work related material, labor, and equipment planning, and minimizes the non-valuable process. This paper introduces the concept of TPMS, and through established system, it can lead the construction culture and raise the competitive power of construction industry

• International Journal of Quality Innovation
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• 제2권1호
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• pp.87-105
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• 2001

More than a decade after their development and first wave of deployment, Six Sigma and Lean Manufacturing have recently returned on the corporate agendas of a larger number of corporations across industries and supply chains. In the wake of their re-surge, this commentary addresses the evolution, context, content and deployment patterns of the two distinct management concepts. It also analyses claims in the business press that a merger is taking place between Six Sigma and Lean Manufacturing. Here, it is found that there is not enough evidence to broadly support such claims, and it is only concluded that there is some evidence of an early tend towards a merger and that a possible merger would have many synergies and advantages. Finally, an example from a Scandinavian manufacturing company is provided that explains how Six Sigma and Lean Manufacturing can be used in a beneficial way for companies to reach world-class performance.

• 대한안전경영과학회지
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• 제14권1호
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• pp.117-122
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• 2012

This paper deals with the productivity increment through construction of lean production system for automobile factory in China. This lean production system has been progressed according to 5 steps. Step 1 is the work preparation. Step 2 is the process design. Step 3 is the establishment of method to count production quantity. Step 4 is the establishment of measuring method for input and output. Finally, step 5 is the construction of flexible production system able to adapt for environment change. This lean production system is expected to obtain the productivity increment by 50% for plastic plant and reduction by 50% in inventory quantity.

• 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.

• The Journal of Asian Finance, Economics and Business
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• 제8권4호
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• pp.517-527
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• 2021

While the two principles of lean manufacturing and time-driven activity-based costing (TDABC) have been established out of multiple incentives and do not follow the same particular targets, there is substantial commonality between them. In these conditions, the supply management of a multi-product system needs a rigorous production model to minimize costs. In this sense, this paper proposes an interactive model with the consideration of optimizing product-mix decisions using both lean development tools and TDABC. This paper proposes a qualitative approach using the case study of the Iraqi state company for battery production. The suggested model decreased manufacturing time and costs, along with some substantial reduction in idle production capacity by 26 percent in 2019, based on the findings of the case study. On the other hand, the proposed model gives two side advantages: an efficient division of costs on goods due to the use of time spent as a cost factor for products and cost savings due to the introduction of the lean manufacturing approach that reduces all additional costs and increases product-mix decisions. Furthermore, the analytical data gathered here suggests that the incorporation of lean management concepts and TDABC has a strong and important influence on product-mix decisions.

• 벤처창업연구
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• 제7권1호
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• pp.189-206
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• 2012

최근 탈공업화와 산업의 서비스화로 서비스산업 뿐만 아니라 제조업 등 2차 산업에 있어서의 서비스 비중은 나날이 커지고 있어 금융 및 서비스업 그리고 제조업의 사무 서비스부문의 경영혁신이 절실한 실정이다. 급변하는 경영환경에 적극적으로 대처하기 위해 기업들은 여러 가지 경영혁신 방법을 도입하고 있다. 특히, 우리나라의 경우에는 선진기업의 혁신활동에 대해서는 유행적으로 도입하여 적용하고 있는 실정이다. 이러한 측면에서 1990년대 중반부터 6시그마(Six Sigma)가 도입되어 10년 이상을 경영혁신활동의 대명사가 되어 활발하게 추진하여 왔다. 그러나 6시그마는 도입 초기의 기대에 미치지 못하고 있다는 지적과 최근 들어 한국기업이 금융시장의 불안, 경기 침체 및 중국 등 후발 국가로부터 많은 도전을 받고 있는 상황에서 '린(Lean)' 이라는 혁신활동이 국내에 소개되고, 도요타자동차의 성장으로 린의 모태인 도요타 생산방식(Toyota Production System, TPS)이 다시 각광을 받으면서 린에 대한 관심이 집중되고 있다. 본 연구에서는 우선 린 경영의 진화과정 및 특징의 기존 연구를 고찰하고 제조부문과 사무 서비스부문과의 차이점을 비교 연구하였다. 다음으로 우리나라 기업의 혁신 담당자를 대상으로 설문조사를 실시한 다음, 사무 서비스부문에서의 린 적용에 대한 실행 모델을 제시하고 적용하였다. 그 동안 제조부문에서는 린에 대한 성공사례도 많고 이와 관련된 연구 또한 많이 수행되어 왔다. 그러나 사무 서비스부문에서의 린 적용에 대한 연구는 아직 그 활용이 초기 단계로 관련 연구가 많지 않은 상태이며 실증연구는 거의 찾아보기 어려운 실정이다. 본 연구는 린 경영의 이론적 고찰을 바탕으로 린 경영의 성공요인을 도출하고 기업에서 실질적으로 린을 추진하고 있는 추진자들을 대상으로 실증 연구를 하였다. 이는 린 경영이 최근 우리나라에 도입되고 있는 상황에서 어느 정도 향도로서의 역할을 할 수 있을 것으로 판단한다. 본 연구는 린을 적용하고 있는 기업 또는 경쟁력 강화를 위해 새롭게 린 경영 도입을 검토하고 있는 기업 및 동 주제에 대한 연구자들에 대하여 사무 서비스부문에서 효율적이고 성공적인 린 경영 추진을 위한 올바른 방향을 제시했다는데 의의가 있다 하겠다.

• 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.