• Journal of Korean Society for Quality Management
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• v.46 no.4
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• pp.1015-1028
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• 2018

Purpose: This study attempts to find how the cultural marketing activities utilizing cultural space affect firm's brand image and brand loyalty, and whether this culture marketing technique is recognized as a social contribution activity by potential customers and thereby influence brand image and loyalty. Methods: The data was collected by using the structured questionnaires to consumers who have experience using the Naver Library, Starfield Library, and Hyundai Card Library. The proposed research model is tested using 178 valid questionnaires using Smart PLS 2.0. Results: This research indicated that among cultural marketing factors, cultural support and cultural promotion have little impact on brand image, whereas culture firm influence brand image. Brand image also had an impact on brand loyalty, but it was found that public libraries operated by companies were not recognized as corporate social contribution activities, nor did they have an impact on the formation of the company's brand image. Conclusions: The study offered a theoretical and empirical foundation for future research by empirically identifying the relationship between cultural marketing and brand image and loyalty and confirmed the coordinating effect of social contribution activities between a cultural firm and its brand image.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.117-128
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• 2001

It is widely recognized that ISO 9000 certification bring some profits, such as enhancement of quality system and some concerns. Since one of the major concerns is cost for certification, this paper considers the cost for ISO 9000 certification in Japanese companies through review some winning reports and case studies. Specifically, a model that describes the certification activities and their cost is derived through reviewing some winning reports in order to give a framework of cost estimation. Based on the model, we estimate the certification cost in an electric division of a company through an interview survey. Furthermore, we focused on the cost for promotion and administration as a cost for the sake only certification, because these activities will not be needed if a company does not implement ISO certification. It is concluded that this cost may vary approximately 300,000-700,000 (US$) per certification by the interview and telephone surveys to Japanese steel companies.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.106-116
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• 2001

The purpose of business strategy is to achieve competitive advantages which includes higher efficiency, better quality, more innovation and faster customer response. In other words, The business strategy is to build unique capability of lower cost and/or differentiation. In production aspect, unique capability means better production power with better performance at 3M(Man, Machine, Material) of input and PQCDSM (Product, Quality, Cost, Delivery, Safety, Moral) from output. The Total Productive management (TPM), a series of improvement activities focused on reduction of equipment loss, is a tool to establish business competitive advantages. In this paper, several domestic companies who won the Japan TPM Award have been studied. It is found that there is a strong cause-effect relationship between TPM and competitive advantages because. 1. TPM can change employees mindset effectively. 2. TPM can upgrade employees capabilities. 3. TPM can lead to excellent productivity.

• Journal of Korean Society for Quality Management
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• v.46 no.3
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• pp.441-452
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• 2018

Purpose: The purpose of this paper is to study quantitative risk grade assessment for objective government quality assurance activities based on risk management in initial mass production for weapon systems. Methods: The Defense quality management regulations and foreign risk assessment documents are referred to analyze problems performing quality assurance actives. The failure rate data, maintainability and cost of products have been studied to quantify the risk Likelihood and impact. The analyzed data were classified as risk grade assessment through K-means Cluster Analysis method. Results: Results show that a proposed method can objectively evaluate risk grade. The analyzed results are clustered into three levels such as high, middle and low. Two products are allocated high, eleven low and seven middle. Conclusion: In this paper, quantitative risk grade assessment methods were presented by analyzing risk ratings based on objective data. The findings showed that the methods would be effective for initial mass production for weapon systems.

• Journal of the Korea Society of Computer and Information
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• v.5 no.3
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• pp.183-191
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• 2000

The Korean manufacturing companies have endeavored to reinforce the competitive power and improve the productivity in the managerial environment that rapidly changes. Enterprises should not only carry out business management activities strategically but also recognize the importance on the strategic use of information technology in order to overcome competition and survive under the situation of such keen competition as nowadays. Quality Management(QM) starts from the fact that all the members of an organization to understand and satisfy customers' needs. Therefore, the main purpose of QM lies in the satisfaction of customers' needs, systematic cooperation among departments and the improvement of total business processes. This study was derived from the literature review in relation to improvement of QM. In conclusion. the proper use of Information Technology will significantly increase the performance of QM activities in a company.

• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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• pp.483-490
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• 2010

For the success of total six sigma innovation, it is necessary to involve the suppliers In the six sigma activities. This paper presents the deployment and support system of six sigma innovation for suppliers, with the application to an aerospace production company. The process of project selection, project implementation, financial effect verification, benefit sharing is presented. This paper will benefit the companies which are going to enhance all the companies in the supply chain via six sigma activities.

• Journal of Korean Society for Quality Management
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• v.38 no.4
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• pp.531-539
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• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• Proceedings of the Safety Management and Science Conference
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• 2002.11a
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• pp.233-238
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• 2002

The product process is sequence of all the required activities that a company must perform to develop, and manufacture a product. These activities include marketing, research, engineering design, quality assurance, manufacturing, and a whole chain of suppliers and vendors. The process also comprises all strategic planning, capital investments, management decisions, and tasks necessary to create a new product. manufacturing processes must be created so that the product can be produced in the product facility Purchasing new equipment and training workers may be required if new technology is to be used. Tools, fixtures, and the sequence of steps in the manufacturing processes must all be developed to allow rapid, high-quality, cost effective production. Also, it may be needed to be rearrange the production facility to adapt to the new manufacturing processes. Therefore, this study tries to proposed that Scheduling by customer needs group for minimizing the problem and reducing inventory, product development time, cycle time, and order lead time.

• Journal of Digital Convergence
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• v.16 no.12
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• pp.417-425
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• 2018

The purpose of this study was to analyzed the correlation between upper extremity function, activities of daily living, quality of life and therapeutic flow in stroke clients and identify the factors influencing therapeutic flow. Total 249 stroke patients from 13 hospitals were measure at therapist and researcher for upper extremity function, activities of daily living, therapeutic flow and quality of life. Factors that affect the quality of life correlation as s result of positively correlated with upper extremity function(r=.312, p<.001), activities of daily living(r=.605, p<.001), therapeutic flow(r=.525, p<.001). And the effect on quality of life in stroke clients variables affecting therapeutic flow(${\beta}=.344$, p<.001), activities of daily living(${\beta}=.293$, p<.05) and Time since of onset(${\beta}=.145$, p<.05) were the order of analysis. The regression model explained 35.9% of variances(F=35.736, p<.001). Therefore, it was found that therapeutic flow in stroke clients is an important factor for quality of life, future therapeutic flow study will continue to be needed.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.35-38
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• 2004

Global competitive pressures are asking industrial companies to find the best way to meet their customer's requirements, reduce the costs of products, and increase productivity. Quality improvement has been proposed and implemented as a primary means of achieving these purposes. The quality improvement usually includes a goal of reducing the costs due to poor quality. While these costs of poor quality (COPQ) are not known precisely, they are known to be very high. Also, they may be underestimated by the hidden costs due to non-value activities, such as potential lost sales, costs of redesign due to quality reasons, and extra manufacturing costs due to defects, etc. In any manufacturing or service operation, all actions and resource expenditures of a company should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. Some companies did use dashboards to understand and identify value added or non-value added activities in order to reduce or eliminate wastes. These dashboards must be properly designed to consider inherent differences in manufacturing or service operations among business organizations. In addition, a structured quality improvement program such as the Six Sigma must support these dashboards. In this paper, a case study of designing dashboards for evaluating and reporting the COPQ in business units is presented.