• 한국IT서비스학회지
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• 제8권3호
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• pp.101-109
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• 2009

For half a century, PMM(Project Management Model) continually has been advanced by many researchers and managers. Especially, the model for civil and construct engineering has now high maturity, but the model for IT engineering has not acceptable maturity. PMI(Project Management Institute) provides the knowledge of protect management for general purpose, it is not adequate for IT prefect management without complements. In this paper, we propose IT project management model based the knowledge of PMI using UML. IT project management model provides not only functions for project planning, budgeting, design and Implement, but also the knowledge for managing IT protect efficiently. We use uses case diagrams to describe the details of the model. We expect the model to be used in management of IT project efficiently in public sector.

• 대한안전경영과학회지
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• 제19권1호
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• pp.219-226
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• 2017

This study investigates application cases of facility management system model for enhancing facility productivity of industry filed around medium and small facility processing companies and finds the inefficiency of the existing management model. Following items are researched to seek out methods and measures to maximize facility productivity through empirical analysis by exploring and establishing a new management model. First, the empirical analysis, it is found that the overall equipment efficiency index used for facility productivity management in the companies has a difficulty being used as the index for it in actual medium-small processing companies. Second, a new facility management system model applying standard cycle time is suggested among facility management index system to measure facility productivity. Third, the empirical analysis is used to verify that developed facility management system model is a useful method to manage the facility productivity by applying the model to actual medium-small processing companies. Finally, it is necessary to implement comparison analysis on whether actual productivity enhancement induces a distinctly different result by using a new facility management index system model to be inhibited in this study.

• 품질경영학회지
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• 제35권3호
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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.

• International Journal of Quality Innovation
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• 제4권1호
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• pp.92-115
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• 2003

In this paper some of the main management control theories are reviewed and six dominating paradigms are identified. The identified management control paradigms are compared and analysed in relationship with the European Excellence Model (EEM) in order to investigate whether the EEM can be adopted as a management control model. Based on the analysis. advantages as well as disadvantages of the EEM as control model are discussed.

• 대한안전경영과학회지
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• 제10권4호
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• pp.297-307
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• 2008

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

• Asia pacific journal of information systems
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• 제11권3호
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• pp.23-42
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• 2001

Recently, knowledge management becomes a core management tool for efficient and effective organizations. However, there are little known researches on measuring knowledge management level. The objective of this paper is to develop a process capability model for knowledge management of an organization. We developed 5 stage process capability model for knowledge management. The 1st stage is the initial stage where no significant knowledge management activity is performed. The 2nd stage is the performed stage where planning and tracking activities are performed on organization level. The 3rd stage is the established, and the 4th stage is the predictable stage where processes and results of knowledge management can be predictable. Final stage is the optimizing stage where knowledge management process is continuously improved at an organizational level. We surveyed 37 korean companies to test the validity of the proposed stage model. Statistical tests show that the developed stage model of knowledge management is valid and sound in general conditions. The result of this study on process capability model can be a solid stepping stone for future works in this area.

• 대한안전경영과학회지
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• 제17권2호
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• pp.191-199
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• 2015

Considering the supply system and operating cost of enterprises which are in the supply chain as the main index, this paper establishes a supply chain evaluation model, and utilizes Arena building stimulation model of the supply chain which considers manufacturing enterprises as the core of supply chain. This model designs a generic simulation model of the supply chain including multi-level distributors and suppliers. And the model analyzes a representative example of business process, one of the enterprises in Shandong.

• 품질경영학회지
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• 제44권2호
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• pp.297-308
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• 2016

Purpose: This paper treats a defense-supply chain quality management model for analyzing the Korea defense industry. Methods: Various literature, the quality collaboration index for supply chain management model proposed by Korean Standards Association and shared growth index presented by Korea Commission for Corporate Partnership are reviewed to develop the defense supply chain quality management index and model based on the method presented by Hafeez et al.(2006). In addition, based on the proposed model, we survey the supply chain quality management efficiency including focused group interviews in the defense industry. Results: We propose a defense-supply chain quality management index and model for analyzing the quality level between the parent companies and its partners. In addition, the results of applying the model are proposed to improve the quality of military items. Conclusion: A model is developed for improving the quality of military items. This proposed model will be adopted to enhance the quality of military items.

• 서비스연구
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• 제10권4호
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• pp.101-125
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• 2020

본 연구는 선행연구에서 정립된 신경영 프레임워크에 기반을 둔 경영기술 모델을 도출하기 위해 수행되었다. 기존 경영학의 대부분을 차지하는 분야인 경영기술 부문은 신경영학에서는 기술적인 부문으로 정의된다. 본 연구에서는 경영프로세스, 경영기능, 경영확장 등 3부문으로 구성되는 경영기술 부문을 정의하고, 서비스경제시대의 새로운 경영학 관점에서 경영기술 이론을 도출하였다. 즉 서비스경제시대의 서비스철학에 기반을 둔 경영기술 이론을 제시하였다. 기존 경영학 체계와는 구조가 다른 경영기술 이론이 제시되었다. 새로운 경영기술 모델은 수평적 체계의 동태적 모델로 구축되었다. 본 연구에서는 새로운 경영기술의 기반이 되는 신경영학의 구조를 먼저 제시하고, 경영이 수행되는 서비스경제시대의 서비스철학을 제시한 후, 서비스철학에 기반한 경영기술 모델을 제시하였다. 경영기술 모델은 불변의 공리에 기반하여 도출되었다. 인류공통사상 및 자연과 인간의 본질을 토대로 새로운 경영의 공리를 제시한 후 각 공리를 근거로 경영기술 모델을 제시하였다. 공리를 토대로 서비스철학의 구조와 운용 모델에 기반하여 각 주제별로 상반되는 두 대립자 간의 치열한 상호작용과 팽팽한 균형이 유지되는 변증법적 발전 모델이 새로운 경영기술 모델로서 도출되었다. 전체적인 조직 경영 모델과 함께 경영기능 모델, 경영확장 모델을 제시하였다. 각 세부 기술은 상반되는 대립자들의 변증법적 발전 모델로 제시되었다. 경영기술은 계속 변화하는 동태적인 기술이며 여러 가지 상황과 시점을 고려하는 전체적인 기술이다. 본 연구는 기존의 정태적 경영기술의 한계를 극복하고 동태적 경영기술을 발전시키기 위한 기초 연구로서 의의를 가진다. 향후 연구는 새로운 경영기술 모델에 대한 실증적 분석적 연구들이 필요하다. 본 연구를 실용적인 모델로 발전시키고 검증하는 연구들이 필요하다.

• 품질경영학회지
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• 제36권4호
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• pp.65-76
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• 2008

The purpose of this study is to contribute to escalation of a management quality of local public enterprise through integrating local public enterprise evaluation(LPEE) and Malcolm Baldrige Model(MBM). In order to achieve the purpose, I suggested that develop an integration model of LPEE and MBM criteria and use AHP(Analytic Hierarchy Process) as a technique posting weight value to criteria. Of two suggests, it is the former to date or discuss seriously. Therefore the integration model is redesigned for leadership/strategy category(leadership, strategy), management system category(customer management system, business management system, measurement/knowledge management system), and management result category(business result, customer satisfaction result, human resource management result, financial management result).