• Journal of the Society of Naval Architects of Korea
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• v.60 no.5
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• pp.367-374
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• 2023

As the Fourth Industrial Revolution accelerating, countries worldwide are developing technologies to digitize and automate various industrial sectors. Building smart factories not only reduces costs through improved process productivity but also allows for preemptive identification and removal of risk factors through the practice of Health, Safety, and Environment (HSE) management, thereby reducing industrial accident risks. In this study, we visualized pressure, temperature, power, and wind speed data measured in real-time via a monitoring GUI, enabling field managers and workers to easily access related information. Through the work environment monitoring system developed in this study, it is possible to conduct economic analysis on per-unit basis, based on the digitization of production management elements and the tracking of required resources. By implementing HSE in shipyards, potential risk factors can be improved, and gas and electrical leaks can be identified, which are expected to reduce production costs.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.31 no.4
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• pp.304-316
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• 2021

Objectives: By comparing and analyzing the legal system for risk assessment in South Korea with other advanced countries, the study is designed to identify the key elements of risk assessment and seek improvement measures while focusing on solutions to the execution of risk assessment violations. Methods: The study started with an awareness of the need to improve the legislation on the risk assessment of businesses in Korea. In order to reflect this problem consciousness in Korea's industrial safety and health legislation, risk assessment legislation in Japan, Britain, Germany, and Korea was analyzed in comparative terms through the literature. Results: Unlike the other advanced countries, the concept of risk assessment is defined in Korea in a broad sense that includes measures to reduce risk, and risk assessment in the manufacturing and design stages is not institutionalized. In the case of worker participation, there is a problem regarding effectiveness. It is problematic that compared to the other foreign countries there is a possibility that general risk assessment will be neutralized because it is recognized as a uniform general risk assessment for a particular risk assessment, as well as inadequate risk assessment. Conclusions: The areas diagnosed with problems compared to the legislation in other advanced countries should be improved by revising laws and administrative rules and supplementing the explanatory guidelines, etc. by referring to the legislation of these countries. In particular, the issue of enforcement for violations of risk assessment must be improved in order to ensure the effectiveness of risk assessment.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.4
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• pp.165-172
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• 2019

Innovation activities represented by Six Sigma (6σ) led to improvements not only in manufacturing industries but also in various business fields. In the aviation industry, Six Sigma has been used as a tool of innovation since the beginning of 2000, and it has developed into a comprehensive form of innovation activity that includes various improvement tools. In this study, the innovation activities in K company that is a representative company of aviation industry are summarized in the last 10 years, and the effectiveness of the innovation tools and the performance of the tasks are also analyzed. The results of 2,091 projects over the past decade have been analyzed from various perspectives. First, we found out the tools that were used frequently at each DMAIC step, showed their frequency, and analyzed the evaluation results for the project. The project was evaluated from grade 1 (highest level) to grade 7 (lowest level) with an average grade of 4.1 for the overall project. The evaluation grades of the projects were compared and analyzed in terms of the qualifications of the leader, the roadmap for the implementation of the project, the financial effect, the size of the financial effect, the business classification, and the project execution period. These results may suggest new perspectives for companies considering or adopting innovation programs.

• The Journal of Bigdata
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• v.2 no.1
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• pp.5-15
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• 2017

Six Sigma has been adopted for the last two decades in many industries of manufacturing and service business to implement processs improvement. The methodology has difficulties in discovering target projects in the Define step and in controlling continuous measure and control in the Control step. To address the problem, more advanced system is required to support continuous control and management, and business process management (BPM) can be an effective solution for this problem. In this research, we introduce integrated models of Six Sigma and BPM for the purpose of realizing continuous process improvement, and explain the procedure of analyzing, improving, and monitoring the processes based on the data which has been accumulated in business process execution. It is expected that this integrated approach can maximize business performance by improving and managing business continuously on the integrated platform of two business innovation strategies, Six Sigma and BPM.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.3
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• pp.59-71
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• 2020

This study is empirically intended to look into the effects of smart factory technologies on quality and innovation performance in small and medium-sized Enterprises(SMEs). The research results are as follows. Device and application technologies for smart factory had a positive effect on the information quality and system quality, while platform technologies had an insignificant effect on the information quality and system quality, rejecting the effect of platform technologies for smart factory on information quality and system quality. Device technologies for smart factory had also a significant effect on innovative performance, while platform and application technologies had an insignificant effect on innovative performance, rejecting the effect of platform and application technologies for smart factory on innovative performance. The system quality had a significant effect on innovative performance, while the information quality had an insignificant effect on innovative performance. The quality played a partial mediating role in the effect of device technologies for smart factory on innovative performance. These results indicate that small and medium-sized venture firms should implement a high standard of information quality management(IQM) through interconnection as the kernel of a smart factory in the 4th revolutionary era, and that they can improve their corporate performance through the interlocking between components from manufacturing design to execution and analysis and the integrated management of systematic information collected from devices if necessary.

• Strategy21
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• s.32
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• pp.36-70
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• 2013

Waegu(倭寇)'s invasion in the Late Goryeo(高麗) Dynasty was huge damage for Goryeo's local society. And It was shock that Goryeo government's basic foundation of rules. Invasion background of waegu for Kyeong-in-yeon(庚寅年, 1350) was Kyushyu(九州)'s political divide because of Nihon(日本) government's confusion. Waegu was huge damage for Goryeo's Jo-wun(漕運, the shipping system of grain paid as a tax) system. So, government started military response, but it was turn out a failure and had great damage. When execution of military operations failed, Goryeo government sent diplomatic delegation to request the prevent of waegu, but the invasion continued. Since waegu invasion, Goryeo was got nowhere with defence of waegu. So, some people demanded for a new understanding of the ocean defence in the government. Lee-Saek(李穡), Woo-Hyeonbo(禹玄寶), Lee-Hee(李禧) and Jung-Ji(鄭地) were representatives of a new understanding of the ocean defence. Their demands were received attention when all operations had been failed. Therefore, Goryeo government began to reorganization of the naval forces and set up a special committee of gunpowder manufacturing named Hwa-tong-do-gam(火筒都監). This administrative reform was achieved substantial results since then. In 1380, the naval battle at Jin-po(鎭浦) was a big event that first gunpowder attack the waegu. Since Jin-po, Goryeo's naval forces gain confidence. In 1389, Dae-ma-do(對馬島) was attacked by Park-Wi(朴葳). It was meant that Goryeo's naval forces had huge offense power. Goryeo's defence system was focused on a northern race before 14th century waegu's invasion. So they were neglected their ocean defence. But after military operation of waegu's invasion was failure, they focused on the ocean defence. A new understanding of the ocean defence was foundation of that. It means to us to a new understanding of the ocean defence. Now, East Asia has maritime disputes. And we have high exposure to potential threats. So, we have a new understanding of importance of the ocean defence. And we fight for 21th century's ocean threats as foundation of sense of national security.

• Archives of design research
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• v.17 no.4
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• pp.177-190
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• 2004

The purpose of this study is to provide domestic small and medium manufacturing businesses with effective ways of introducing and promoting design management, earnestly, as a key strategy for raising corporate competitiveness. For the purpose, this researcher discussed the management property of small and medium businesses, the introducing process and method and the necessity of promoting design management in small and medium businesses. Then the researcher reviewed and analyzed existing empirical studies to know the current status of design introduction and design management promotion i domestic small and medium businesses. Results of the study can be described as below. Prerequisite to the successful introduction by domestic small and medium businesses of design management are three CEO determinations - the firm will to the necessity of design introduction, the firm conviction in design efficacy, and the clear recognition of the existential value of design - and the establishment of at least five infrastructures -design organization, CDO, designers, design policy, and design strategy. For the promoting and succeeding in the execution of design management, design management system should have established based on such determinations and infrastructures, and CEOs should have design management mind firmly established and driven and realized next activities in the process of product development. 1) Set the principle of design priority in a new product development and establish an appropriate production system and environment. 2) Decide a new design development as the top-priority task of management and then practice it in a strategic way. 3) Be positive in design investment while accepting design management as a concept related not to cost, but to investment. 4) Utilize design extensively under the understanding that design management has something to do with corporate design system as a whole. 5) Treat design as the most valuable resource of business under the recognition that design is the most important determinant of corporate competitiveness.