• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.25-28
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• 2001

Today enterprises are bringing forward the strong needs for the Global Work Space that is able to realize the collaboration of the virtual enterprise in order to achieve the rapid entrance to market, the quality improvement as well as the cost reduction of their new products. Especially, they are building the efficient Product Management Infrastructure in parallel with the real-time knowledge management for the information generated in the course of a product lifecycle and the Process Innovation making the Concurrent Engineering possible. Building a system in the web environment cannot be the entire effort to realize the Global Work Space within an enterprise that is an essential factor for the reduction of a product development period which in turn contributes to Time to Market. Various work models and processes are found in enterprises and many different application programs are developed and utilized to support these. This study proposes a scheme for the optimized Collaborative Workflow System Architecture that is able to take in and apply various application programs accompanied by the product development work process. Through this, we are to examine various limits and problems existing in the real-time collaborative system between enterprises and to reform these.

• IE interfaces
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• v.18 no.3
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• pp.234-246
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• 2005

A silicon wafer is a highly customized product made to the individual order varying its electrical and physical characteristics. Therefore, it has distinctive supply chain structure that is different from highly standardized commodity product. For high-volume/high-standardization product, it is general that a main stream of information flow initiated by the production planning of the manufacturers is usually directed to push both ways in a supply chain: upstream to the suppliers and downstream to the customers. Contrastingly, for low-volume/high-customization product, the information flow triggered by the fluctuating customer demand usually propagates upward to the suppliers through the manufacturers. Furthermore, for R &D based hi-technology product like silicon wafer, the interactive information feedback mechanism between manufacturer and customer, which is essential to the new product development process, is to be embedded in the supply chain. This article is a case study of supply chain management system of LG Siltron, a major Korean silicon wafer manufacturer. The SCM system entails special information structure fitting well typical high-variety/high-customization product, and also gives application possibilities to the R&D based high-technology product made to the individual customer order.

• Journal of Intelligence and Information Systems
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• v.17 no.4
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• pp.1-17
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• 2011

In order to maintain customer satisfaction and to remain productive and efficient in today's global competition, mass customization is adopted in many leading companies. Mass customization through product family and product platform enables companies to develop new products with flexibility, efficiency and quick responsiveness. Thus, product family strategy based on product platform is well suited to realize the mass customization. Product family is defined as a group of related products that share common features, components, and subsystems; and satisfy a variety of market niches. The objective is to propose a product family design strategy that provides priority weights among product components by satisfying customer requirements. The decision making process for a new product development requires a multiple criteria decision making technique with feedback. An analytical network process is adopted for the decision making modeling and procedure. For the implementation, a netbook product known as a small PC which is appropriate for the product family model is adopted. According to the proposed architecture, the priority weight of each component for each product family is derived. The relationship between the customer requirement and product component is analyzed and evaluated using QFD model.

• Archives of design research
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• v.20
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• pp.243-250
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• 1997

In these day, design process has not only visual and industrial departments but also there is an important part which is marketing. Elements of design process are not in accordance with the product and the circumstance of a company but a fundamental role of process is conformed. Moreover, design process is applied in accordance with the character of product and company. In this study, it is based on the concept of home appliances and also can be used in practical work so that there is four stages which are suggested to use for design process. These are planning & visual expression, idea development & expression, presentation & decision and check & control. As a way of development for the management in the design process, firstly, it has to be expressed the identity and the originality of a product, goods and a design strategy. Secondly, product directors should participate in the whole activities of a company, the planning of sales and the process of a design. Thirdly, designers should develop a new communication way so that the manager can be understand easily for a presentation. Finally. it should be systematized to improve the efficiency of design process by introducing various technical management.

• Knowledge Management Research
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• v.10 no.1
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• pp.53-70
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• 2009

This study empirically explored what promotes exploration, through a case analysis of a Korean SME (small and medium sized enterprise), based on the research framework which focuses on the identification and the selection of exploratory NPD (new product development) alternatives, and the accumulation of novel capabilities in new technology domains. The learning process of the exploratory NPD project described is as follows. The identification barrier of exploratory NPD project is relatively low. Constructive crisis is germane to selecting exploratory NPD alternatives and to enduring the long payback period. New separated R&D unit is likely to implement the exploratory NPD project. The length of the gestation period of the exploratory NPD project is related with the level of the conflict between old members and new members. This study identified several antecedents of the exploratory NPD project. Prior success promotes the identification process of the exploratory NPD projects. Constructive crisis is related with CEO's personal characteristics such as future oriented and proactive personality. The proactive involvement and persuasion of CEO are germane to reducing the conflict between old and new members and to the success of the exploratory NPD project. Based on the results, this study discusses several implications and future research directions.

• Journal of the Korean Society of Systems Engineering
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• v.7 no.1
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• pp.43-51
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• 2011

SE generally defines approaching ways of conducting identification, verification and integration of an optimized product and process solution to meet customer's needs by leveraging organizational competency in engineering and management. To successfully develop a new product under mass production contract, it is important to efficiently carry out the program by ensuring that three major competencies are secured; core technology, system integration, and program management. For successful implementation of tasks in the three areas, systematic execution is called for, which requires identifying risk factors in advance. In particular, comprehensive risk management role and responsibility is required for program management. Success of a development program is determined by complex elements of human resources, organization culture, and overall competency of an organization in technology and program management, including capability of the program manager. In this paper, a risk management solution is suggested to lead a program to success with a more efficient way through actual risk management by the concept of SE around the above three areas.

• Korea Science and Art Forum
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• v.20
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• pp.135-146
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• 2015

The purpose of this research is to highlight the importance of customer experience relating to servitization of manufacturing and to develop an index to analyze customer experience management. It occurred that customer experience management analysis should perform in diverse dimensions to get higher customer satisfaction. Following to this idea, new idex is designed : CEMC(Customer Experience Management Competency scale). CEMC includes three parties which are internal expert, external expert and customer, as evaluators of the appraisal. Each evaluator participates in the inspection about customer experience management through a questionnaire which composed four sections : Product and service, Business process, Culture and Asset. Researchers apply this index to one small manufacturing business and analyze the state of customer experience management. The result would be a reference for building strategy and align inside organization.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.90-97
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• 2006

The process of producing software differs in many aspects from that of traditional manufacturing. Software is not manufactured in the classical sense. Development of software more closely resembles the development effort that goes into design new product [1-3]. In this article, we first describe the foundations of process improvement, which all processes can share. The process improvement differences between software and manufacturing process are then discussed, and a defect driven process inspection and improvement is introduced. Based on the discussion, two experiments were designed and the results of the results were collected. Through the comparison, we found that some efficient quality improvement approaches can be easily adapted in the software improvement and that the inspection efficiency is also significant.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.99-117
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• 2008

High-tech industry has been the principal economic source for Taiwan in recent years. The characteristics of high-tech industries in Taiwan are changeable product markets, short product life cycles and high company attrition rate. In the globalization trend, the high-tech industry has gradually increased corporate competitiveness and reached the goal of sustainable operations through knowledge management, knowledge sharing and new product research and development. Firms have aggressively strengthened and integrated their internal and external resources and enhanced knowledge sharing to increase industry operational performance. Effectively strengthening the knowledge management operation and performance evaluation of knowledge sharing in Taiwan's high-tech industry has become a critical issue. In the selection of knowledge sharing Key Performance Indicators (KPI), this research divided the knowledge sharing indicators into representative strategic indicators such as organizational knowledge learning, organizational knowledge resources, organizational information capacity and organizational knowledge performance through screening using Factor Analysis. The characteristics of the constructs were interdependent. This research calculated and adjusted the correlation among the key performance knowledge sharing indicators using ANP and determined the relative weight of knowledge sharing.

• Korean Journal of Computational Design and Engineering
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• v.16 no.6
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• pp.414-423
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• 2011

The collaboration hub has been developed since 2004 as an online collaboration space, which supports the various collaborative works amongst small and medium enterprises using information sharing, collaboration project management, and project history management. Because of the change of manufacturing environment and rapid development of information technologies, it should be evolved from the existing version called Collaboration Hub 1.0. Recently, a lot of manufacturing enterprises know the importance of business process management(BPM) and start to introduce BPM systems. Our research group has developed the new version of Collaboration Hub 1.0 called Collaboration Hub 2.0 which contains the BPM concept, the consistent product data management, and the specialized functions overcoming the various variation of manufacturing. This study scrutinizes the meaning and role of the Collaboration Hub 2.0 and introduces an application study of it to the value chain of automobile module development consisted of a leading company and subcontractors. The case study covers the definition, execution and monitoring of collaboration process, the specialized functions overcoming the manufacturing variation and the key performance index of collaboration business.