• Journal of Advanced Navigation Technology
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• v.15 no.6
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• pp.1194-1211
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• 2011

The main research purpose of this paper is developed to Fusion Management System Model that is competition advantage and excellence airport for the airport authorities. Fusion Management System Model is developed to fuse and convert how is consist of creativity management and management quality system. Fusion management system structure is as follow. Firstly, part of foundation configured to philosophy and intention of CEO, company as like university and value-based creative corporate culture. Secondly, part of body is applied that is process by 6sigma, system by ISO9001. Thirdly, part of head is applied that is strategy and evaluation by Malcolm Baldrige National Quality Award of U.S.A. Also, system connected to synergy line that is creativity management, fusion & convergence and trust. Finally, this system has been researched to the practical perspective in order to realize for airport authorities.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.4
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• pp.85-99
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• 2010

This study is to identify the present condition and level of human resource administration in domestic profit and non-profit organizations, and to investigate on the relation between human resource management and management performance in enterprise. This study is to make items related to the human resource management of American Malcolm Baldrige Award's level and management performance researching questions, investigates seven patterns of organs surveyed positively. The results are as follows: Firstly, the profit organs like manufacturing companies shows more positive than non-profit in comparison with human resource management of each organs. And a local government and public enterprise which is non-profit show to recognize human resource management is insufficient on th whole. Secondly, perception level of a medical institution, educational institution and service industry about aromaticity of human resource management by global standard shows to be positive, but the local government negative. Thirdly, the profit organ in the recognition of human resource management about details practice too, shows to be positive, while non-profit negative. Fourth, the result which compares and analyzes management performance between the similar industry overall show to recognize positive, but public enterprise negative about product, service performance and human resource management. Fifthly, the details practice of human resource administration shows to influence meaningly to all management performance. Therefore, all organizations will positively confront human resource management, make the circumstance of organization through systematic program, and promote the management performance of the organization.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.87-101
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• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.

• Journal of Korean Society for Quality Management
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• v.35 no.3
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• pp.75-87
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• 2007

This paper deals with an integration model of three major quality management systems. The well known global standards such as ISO 9001 quality system, Malcolm Baldrige model, and EFQM model are integrated as a prototype quality system. The proposed model is then applied to help a power generation company to select improvement tasks for enhancing quality management. Here, we discuss three quality management systems, an integration process of the three systems, the integrated model, and a real world application case.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.36 no.2
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• pp.25-31
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• 2013

This paper analyzed the management quality activities and performance based on industrial types. We divided the business into four industrial types, manufacturing industry, service industry, medical institution and public enterprise. We analyzed the differences of the elements of management quality in industrial types. The results show that leadership, measurement, analysis and knowledge management and workforce focus categories are not significant and strategic planning, customer and market focus, process management and performance categories are significant. This paper proposes the directions of management quality activities and performance according to industrial types based on these results.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.2
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• pp.133-140
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• 2018

In this study, a correlation between execution of quality management activities and their results was verified by applying the Malcolm Baldrige model (hereafter referred to as the MB model) as a quality management performance measurement indicator for small and medium enterprises (SMEs) in South Korea. To achieve this goal, we need to determine whether the categorical requirements in the MB model are recognized consistently in SMEs, as a prerequisite. To this end, factor analysis was conducted for measurement variables in each category, which revealed that the process indicator was made up of six factors and the outcome indicator was made up of five factors, like those configured in the MB model. This result can be interpreted to mean that the requirements in each category of the MB model were well produced and recognized consistently throughout SMEs in South Korea. In addition, the analysis of causality between the process indicator (quality management activities) and the outcome indicator (management results) showed high causality between them. Although the quality management levels of SMEs in South Korea are inferior to those of conglomerates or other national quality award-winning companies, this study is significant in that the causality between quality management activities and results was verified, since this study targeted SMEs in South Korea as the target of investigation. Thus, it is empirically proven that the MB model can contribute to improved management results for SMEs in Korea.