• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.1
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• pp.649-655
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• 2020

This study determined effective educational strategies by investigating and analyzing the related educational demands for SMEs (small and medium-sized enterprises) in the 4th Industrial Revolution based area of smart farms. In order to derive the approprate educational strategies, Importance-Performance Analysis (IPA) and Borich's Needs Assessment Model were conducted based on the smart farm technological field. As a result, the education demand survey showed high demand for production systems and intelligent farm machinery. In detail, Borich's analysis showed the need for pest prevention and diagnosis technology (8.03), network and analysis SW linkage technology (7.83), and intelligent farm worker-agricultural power system-electric energy hybrid technology (7.43). In contrast, smart plant factories (4.09), lighting technology for growth control (4.46) and structure construction technology (4.62) showed low demands. Based on this, the IPA portfolio shows that the network and analysis SW linkage technology and the CAN-based complex center are urgently needed. However, the technology that has already been developed, such as smart factory platform development, growth control lighting technology and structure construction technology, was oversized. Based on these results, it is possible to strategically suggest the customized training programs for industrial sectors of SMEs that reflect the needs for efficiently operating smart farms. This study also provides effective ways to operate the relevant training programs.

• Proceedings of the Korea Society of Costume Conference
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• 2001.08a
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• pp.11-13
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• 2001

For those unfamiliar with the shoe world, Pinet (1817-1897) was a contemporary of Worth, the great Parisian couturier. So I look at the glamour shoes and the world of haute couture, and indeed the development of the named designer. That is a concept we are all familiar with now. So it is not easy to comprehend the lack of names for the exquisite work before 1850. Straightway I have to say that the number of noted shoe designers is far fewer than famous dress designers, but I will introduce you to some of them, against the background of contemporary shoe fashions. Franc;ois Pinet was born in the provinces (probably Touraine) in 1817, two years after the end of the Napoleonic Wars. His father, an ex-soldier, settled to shoemaking, a comparatively clean and quiet trade. It had a tradition of literacy, interest in politics, and was known as the gentle craft, which attracted intelligent people. We should presume father would be helped by the family. It was usual for a child to begin by the age of 5-6, tying knots, sweeping up, running errands and gradually learning the job. His mother died 1827, and father 1830 when he was 13, and at the time when exports of French shoes were flooding world markets. He went to live with a master shoemaker, was not well treated, and three years later set out on the tour-de- France. He worked with masters in Tours and Nantes, where he was received as Compagnon Cordonnier Bottier du Devoir as Tourangeau-Ia rose dAmour (a name to prove most appropriate). He went on to Bordeaux, where at 19 he became president of the local branch. In 1841 he went to Paris, and in 1848, revolution year, as delegate for his corporation, he managed to persuade them not to go on strike. By now the shoemakers either ran or worked for huge warehouses, and boots had replaced shoes as the main fashion. In 1855 Pinet at the age of 38 set up his own factory, as the first machines (for sewing just the uppers) were appearing. In 1863 he moved to new ateliers and shop at Rue ParadisPoissoniere 44, employing 120 people on the premises and 700 outworkers. The English Womans Domestic Magazine in 1867 records changes in the boots: the soles are now wider, so that it is no longer necessary to walk on the uppers. There is interest in eastern Europe, the Polonaise boots with rosette of cord and tassels and Bottines Hongroises withtwo rows of buttons, much ornamented. It comments on short dresses, and recommends that the chaussure should correspond to the rest of the toilet. This could already be seen in Pinets boots: tassels and superb flower embroidery on the higher bootleg, which he showed in the Paris Exposition that year. I think his more slender and elegant Pinet heel was also patented then or 1868. I found little evidence for colour-matching: an English fashion plate of 1860 shows emerald green boots with a violetcoloured dress.

• Journal of Convergence for Information Technology
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• v.12 no.3
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• pp.286-293
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• 2022

Recently, the importance of elemental technologies constituting smart factories is increasing due to the 4th Industrial Revolution, and simulation is widely used as a tool to learn these technologies. In particular, PID control is an automatic control technique used in various fields, and most of them analyze mathematical models in certain situations or research on application development with built-in controllers. In actual educational environment requires PID simulator training as well as PID control principles. In this paper, we propose a model that enables education and practice of various PID controls through 3D simulation. The proposed model implemented virtual balls and Fan and implemented PID control by configuring a system so that the force can be lifted by the air pressure generated in the Fan. At this time, the height of the ball was expressed in a graph according to each gain value of the PID controller and then compared with the actual system, and through this, satisfactory results sufficiently applicable to the actual class were confirmed. Through the proposed model, it is expected that the rapidly increasing elemental technology of smart factories can be used in various ways in a remote classroom environment.

• The Journal of Society for e-Business Studies
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• v.27 no.2
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• pp.205-218
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• 2022

Recently, digital transformation in manufacturing has been accelerating. It results in that the data collection technologies from the shop-floor is becoming important. These approaches focus primarily on obtaining specific manufacturing data using various sensors and communication technologies. In order to expand the channel of field data collection, this study proposes a method to automatically collect manufacturing data based on vision-based artificial intelligence. This is to analyze real-time image information with the object detection and tracking technologies and to obtain manufacturing data. The research team collects object motion information for each frame by applying YOLO (You Only Look Once) and DeepSORT as object detection and tracking algorithms. Thereafter, the motion information is converted into two pieces of manufacturing data (production performance and time) through post-processing. A dynamically moving factory model is created to obtain training data for deep learning. In addition, operating scenarios are proposed to reproduce the shop-floor situation in the real world. The operating scenario assumes a flow-shop consisting of six facilities. As a result of collecting manufacturing data according to the operating scenarios, the accuracy was 96.3%.

• KDI Journal of Economic Policy
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• v.13 no.4
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• pp.91-116
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• 1991

Market liberalization progressing simultaneously with high and rapidly rising domestic wages has created an adverse business environment for domestic firms. Korean firms are losing their international competitiveness in comparison to firms from LDC(Less Developed Countries) in low-tech industries. In high-tech industries, domestic firms without government protection (which is impossible due to the liberalization policy and the current international status of the Korean economy) are in a disadvantaged position relative to firms from advanced countries. This paper examines the division of roles between the private sector and the government in order to achieve a successful structural adjustment, which has become the impending industrial policy issue caused by high domestic wages, on the one hand, and the opening of domestic markets, on the other. The micro foundation of the economy-wide structural adjustment is actually the restructuring of business portfolios at the firm level. The firm-level business restructuring means that firms in low-value-added businesses or with declining market niches establish new major businesses in higher value-added segments or growing market niches. The adjustment of the business structure at the firm level can only be accomplished by accumulating firm-specific managerial assets necessary to establish a new business structure. This can be done through learning-by-doing in the whole system of management, including research and development, manufacturing, and marketing. Therefore, the voluntary cooperation among the people in the company is essential for making the cost of the learning process lower than that at the competing companies. Hence, firms that attempt to restructure their major businesses need to induce corporate-wide participation through innovations in organization and management, encourage innovative corporate culture, and maintain cooperative labor unions. Policy discussions on structural adjustments usually regard firms as a black box behind a few macro variables. But in reality, firm activities are not flows of materials but relationships among human resources. The growth potential of companies are embodied in the human resources of the firm; the balance of interest among stockholders, managers, and workers of the company' brings the accumulation of the company's core competencies. Therefore, policymakers and economists shoud change their old concept of the firm as a technological black box which produces a marketable commodities. Firms should be regarded as coalitions of interest groups such as stockholders, managers, and workers. Consequently the discussion on the structural adjustment both at the macroeconomic level and the firm level should be based on this new paradigm of understanding firms. The government's role in reducing the cost of structural adjustment and supporting should the creation of new industries emphasize the following: First, government must promote the competition in domestic markets by revising laws related to antitrust policy, bankruptcy, and the promotion of small and medium-sized companies. General consensus on the limitations of government intervention and the merit of deregulation should be sought among policymakers and people in the business world. In the age of internationalization, nation-specific competitive advantages cannot be exclusively in favor of domestic firms. The international competitiveness of a domestic firm derives from the firm-specific core competencies which can be accumulated by internal investment and organization of the firm. Second, government must build up a solid infrastructure of production factors including capital, technology, manpower, and information. Structural adjustment often entails bankruptcies and partial waste of resources. However, it is desirable for the government not to try to sustain marginal businesses, but to support the diversification or restructuring of businesses by assisting in factor creation. Institutional support for venture businesses needs to be improved, especially in the financing system since many investment projects in venture businesses are highly risky, even though they are very promising. The proportion of low-value added production processes and declining industries should be reduced by promoting foreign direct investment and factory automation. Moreover, one cannot over-emphasize the importance of future-oriented labor policies to be based on the new paradigm of understanding firm activities. The old laws and instititutions related to labor unions need to be reformed. Third, government must improve the regimes related to money, banking, and the tax system to change business practices dependent on government protection or undesirable in view of the evolution of the Korean economy as a whole. To prevent rational business decisions from contradicting to the interest of the economy as a whole, government should influence the business environment, not the business itself.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.6
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• pp.69-80
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• 2015

This can be promoted collaboration environment for the system and the system is very important for competitiveness, it is equipped. If so, could work in collaboration with members of the organization to promote collaboration what factors? Organizational collaboration and cooperation of many people working, or worth pursuing common goals by sharing information and processes to improve labor productivity, defined as collaboration. Factors that promote collaboration are shared visions, the organization's principles and rules that reflect the visions, on-line system developments, and communication methods. First, it embodies the vision shared by the more sympathetic members are active and voluntary participation in the activities of the organization can be achieved. Second, the members are aware of all the rules and principles of a united whole is accepted and leads to good performance. In addition, the ability to share sensitive business activities for self-development and also lead to work to make this a regular activity to create a team that can collaborate to help the environment and the atmosphere. Third, a systematic construction of the online collaboration system is made efficient and rapid task. According to Student team and A corporation we knew that Cloud services and social media, low-cost, high-efficiency services could achieve. The introduction of the latest information technology changes, the members of the organization's systems and active participation can take advantage of continuing education must be made. Fourth, the company to inform people both inside and outside of the organization to communicate actively to change the image of the company activities, the creation of corporate performance is very important to figure. Reflects the latest trend to actively use social media to communicate the effort is needed. For development of systematic collaboration promoting model steps to meet the organizational role. First, the Chief Executive Officer to make a firm and clear vision of the organization members to propagate the faith, empathy gives a sense of belonging should be able to have. Second, middle managers, CEO's vision is to systematically propagate the organizers rules and principles to establish a system would create. Third, general operatives internalize the vision of the company stating that the role of outside companies must adhere. The purpose of this study was well done in collaboration organizations promoting factors for strategic alignment model based on the golden circle and collaboration to understand and reflect the latest trends in information technology tools to take advantage of smart work and business know how student teams through case analysis will derive the success factors. This is the foundation for future empirical studies are expected to be present.

• Management & Information Systems Review
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• v.36 no.3
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• pp.131-150
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• 2017

The purpose of this study is to observe the spread pattern of open source software (OSS) while establishing relations with surrounding actors during its operation period. In order to investigate the change pattern of participants in the OSS, we use a netnography on the basis of online data, which can trace the change patterns of the OSS depending on the passage of time. For this, the cases of three OSSs (e.g. jQuery, MooTools, and YUI), which are JavaScript frameworks, were compared, and the corresponding data were collected from the open application programming interface (API) of GitHub as well as blog and web searches. This research utilizes the translation process of the actor-network theory to categorize the stages of the change patterns on the OSS translation process. In the project commencement stage, we identified the type of three different OSS-related actors and defined associated relationships among them. The period, when a master commences a project at first, is refined through the course for the maintenance of source codes with persons concerned (i.e. project growth stage). Thereafter, the period when the users have gone through the observation and learning period by being exposed to promotion activities and codes usage respectively, and becoming to active participants, is regarded as the 'leap of participants' stage. Our results emphasize the importance of promotion processes in participants' selection of the OSS for participation and confirm the crowding-out effect that the rapid speed of OSS development retarded the emergence of participants.

• Journal of Intelligence and Information Systems
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• v.21 no.2
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• pp.93-112
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• 2015

Depending on the change in consumer's consumption pattern, existing retail shop has evolved in hypermarket or convenience store offering grocery and daily products mostly. Therefore, it is important to maintain the inventory levels and proper product configuration for effectively utilize the limited space in the retail store and increasing sales. Accordingly, this study proposed proper product configuration and inventory level strategy based on RFM(Recency, Frequency, Monetary) model and SOM(self-organizing map) for manage the retail shop effectively. RFM model is analytic model to analyze customer behaviors based on the past customer's buying activities. And it can differentiates important customers from large data by three variables. R represents recency, which refers to the last purchase of commodities. The latest consuming customer has bigger R. F represents frequency, which refers to the number of transactions in a particular period and M represents monetary, which refers to consumption money amount in a particular period. Thus, RFM method has been known to be a very effective model for customer segmentation. In this study, using a normalized value of the RFM variables, SOM cluster analysis was performed. SOM is regarded as one of the most distinguished artificial neural network models in the unsupervised learning tool space. It is a popular tool for clustering and visualization of high dimensional data in such a way that similar items are grouped spatially close to one another. In particular, it has been successfully applied in various technical fields for finding patterns. In our research, the procedure tries to find sales patterns by analyzing product sales records with Recency, Frequency and Monetary values. And to suggest a business strategy, we conduct the decision tree based on SOM results. To validate the proposed procedure in this study, we adopted the M-mart data collected between 2014.01.01~2014.12.31. Each product get the value of R, F, M, and they are clustered by 9 using SOM. And we also performed three tests using the weekday data, weekend data, whole data in order to analyze the sales pattern change. In order to propose the strategy of each cluster, we examine the criteria of product clustering. The clusters through the SOM can be explained by the characteristics of these clusters of decision trees. As a result, we can suggest the inventory management strategy of each 9 clusters through the suggested procedures of the study. The highest of all three value(R, F, M) cluster's products need to have high level of the inventory as well as to be disposed in a place where it can be increasing customer's path. In contrast, the lowest of all three value(R, F, M) cluster's products need to have low level of inventory as well as to be disposed in a place where visibility is low. The highest R value cluster's products is usually new releases products, and need to be placed on the front of the store. And, manager should decrease inventory levels gradually in the highest F value cluster's products purchased in the past. Because, we assume that cluster has lower R value and the M value than the average value of good. And it can be deduced that product are sold poorly in recent days and total sales also will be lower than the frequency. The procedure presented in this study is expected to contribute to raising the profitability of the retail store. The paper is organized as follows. The second chapter briefly reviews the literature related to this study. The third chapter suggests procedures for research proposals, and the fourth chapter applied suggested procedure using the actual product sales data. Finally, the fifth chapter described the conclusion of the study and further research.