• Journal of Korean Society for Quality Management
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• v.27 no.2
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• pp.163-182
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• 1999

Performance measurement is increasingly becoming a vital issue for promoting quality management within an organization. This research proposes a new performance measurement approach, called the Hierarchically Associated Performance Measurement, for the organizations which emphasize long term quality th겨st through a balanced interface between the quality efforts of various units. The proposed approach is unique in that it considers relationships between internal quality activities and national quality award criteria and that it identifies and utilizes the quality responsibilities of functional units in order to encompass organizational roles in the evaluation process. The approach is illustrated via a numerical evaluation of a fictitious organization.

• 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 for Quality Management
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• v.40 no.4
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• pp.497-512
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• 2012

Purpose: Most major countries have their own set of qualifications called national quality awards to measure the quality of companies and organizations. This study analyzes 3 different national quality awards and compare with the result from Korean quality awards conducted by Ministry of knowledge and Economy and Korea institute for advancement of technology. Methods: We tested 17 technoparks out of 18 technoparks in Korea and see how different the results can be depends on the value weights. We closely looked at each qualifications and tables of different countries' awards and compared with one used in Korea. Finally we proposed some suggestions to use not only domestic model but also international ones to be objective and add efficiency to organizations. Results: Depend on similarity of qualifications and weights, there were countries with different results and these caused score and ranking changes. Nevertheless, there was a comparison that did not make any changes on both score and ranking. Conclusion: We recognized the limitation that a standardized quality variation cannot be enough sources to test and analyze technoparks with different size and criteria. Integrating global standards and flow would be the first step to help grow technoparks and organizations placed in Korea in days to come.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.56-64
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• 2008

Achieving sustainable performances is not an easy task in today's challenging environment. Since late 1980's, Baldrige Criteria for performance excellence has helped many organizations align their processes, their people, their resources, and their customers' needs. This study analyzes IT Quality effect on performances using Baldrige Criteria. Previous studies on Baldrige Criteria show the relationship between management quality and firm value.

• 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.25 no.4
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• pp.1-15
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• 1997

We performed the two analyses of variance to determine the total quality management practices in the environmental pollution prevention industry by classifying the companies based on the size (large or medium/small) and on the type (manufacturing or service). A few previous studies reveal that in Korea the large companies are not the same as the medium/small companies in the TQM practices while the practices are not alterated by the type of companies whether manufacturing or service. But in the United States the TQM practices are not affected by the size of the company. Su, pp.rting the previous studies on the Korean industry our studies show that the TQM practices are significantly influenced by the company size, but not by the type of the company. Taking the results of our studies into consideration we would also like to propose a revision of examination criteria for National Quality Management Award with special emphasis given to medium/small companies.

• Journal of Korean Society for Quality Management
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• v.35 no.4
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• pp.1-15
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• 2007

The purpose of this study is to evaluate the causal relationship among the MBNQA health care criteria in Korean University Hospitals. The survey instrument consists of 109 questions based on the seven MBNQA health care criteria: '1.Leadership', '2.Strategic Planning', '3.Focus on Patients Other Customers. Markets', '4.Measurement Analysis Knowledge Management', '5.Human Resource Focus', '6.Process Management', and '7.Results'. Structural Equation Modeling(SEM) is used to analyze the path coefficients among the seven categories. The results indicate that fourteen hypotheses are statistically significant, among eighteen hypotheses. Conclusively, this study found that Leadership drives systems that create Results through Foundation and Direction.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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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).

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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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.