• Journal of Korean Port Research
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• v.13 no.2
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• pp.323-332
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• 1999

The bus should supply an equal service to the whole community as feeder trip. However the existing bus route can not supply an effective feeder service in spite of the changes in the latent demand by the variety of regional structural change. This study aimed to establish the concept which frames the bus operation and management to cope with the latent demand to the bus. This study tackled this evidence by analyzing the transportation problems in terms of the urban growth emphasizing the following issues ; First, the strategy to improve the bus operation Second the land use control appropriate for the public transportation network Third economical range to justify the bus operation Second, the land use control appropriate for the public transportation network Third, economical range to justify the bus operation Fourth, the allowance for the private transportation mode On the latter part, the difference on the bus operation was compared to determine the range within which the bus operation could be justified. This study would provide some implications to improve the management for bus operation and fundamental information to develop the bus operation system.

• Journal of the East Asian Society of Dietary Life
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• v.24 no.5
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• pp.585-603
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• 2014

The purposes of this study were to investigate managers' and chefs' perception on importance and performance of operation management of Korean restaurants, and to examine Importance-Performance Analysis (IPA) for operation management. A total of 342 managers and chefs working at Korean restaurants in Seoul and Gyeonggi province were surveyed and 314 responses were returned. Excluding responses with missing data, 250 responses were used for data analysis. In terms of importance of operation management attributes, 'sanitation management (4.38)' category received the highest scores, followed by 'facility and equipment management (4.35)', 'service management (4.17)', 'production management (4.04)', 'inventory and financial management (4.04)' and 'marketing (3.25)'. In terms of performance, the highest operation management attribute was associated with 'sanitation management (4.00)', followed by 'facility and equipment management (3.80)', 'production management (3.69)', 'inventory and financial management (3.55)', 'service management (3.51)' and 'marketing (2.53)'. As the results of IPA, 'customer care and hospitality education for hall servers', 'training hall servers for menu explanation to customers', and 'neat appearances and clean uniforms of the hall servers' fell into the Quadrant II(concentrate here).

• Journal of Positioning, Navigation, and Timing
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• v.12 no.4
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• pp.431-436
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• 2023

In order to provide continuous Korea Augmentation Satellite System (KASS) services, the operation organization should continuously and systematically perform operations, maintenance, and technical activities. All subsystems of KASS, all Line Replacement Units (LRUs), and Software Replacement Units (SWRUs) should be operated and maintained continuously. In order to effectively manage these activities, it is necessary to develop an Operation Management Tool (OMT). For this purpose, operation management, operation organization, and operation activities were defined. The defined requirements were divided into general, function, interface, and database for OMT development, and functions and decision-making procedures consisting of site/asset/trouble/work order/schedule management were designed. The OMT developed by reflecting the site and asset information as well as the design content met predefined requirements. The OMT will be actively used in actual KASS operation and will evolve by continuously reflecting the additional requirements of operators. Through this tool, KASS will support continuous service provision.

• Journal of Information Technology Services
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• v.6 no.3
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• pp.87-110
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• 2007

Recently, researches on IT Service Management (ITSM) for improving information system operation service and information system outsourcing cost estimation model are proliferating. This study suggests a new cost model of IT operation service and optimizing method based upon the characteristics of operation service as a long-term and continuous business service for both user's and service provider's point of view. This study explains the cost optimization model of IT operation service by improving service request management process, such as adequate reception and control, proper valuation, process management using project management methodology, effective organization and time management of service personnel. Especially in this study, service ability improvement effect and fixed operation cost reduction effect are defined to prove the proposed new cost model.

• Journal of the Korean Society of Food Culture
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• v.17 no.3
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• pp.252-259
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• 2002

The purpose of this study examined important factor of performance on Contract Foodservice management. Three contract Foodservice companies were selected which were located in Seoul & kuonggi province. 300 units were chose. The questionnaire was composed of seven part. There were the operation of food management, the operation of menu, the operation of equipment and facilities management, the operation of solid waste and safety management, the operation of waiting time management. As a result of the survey B&I foodservice was listed higher than University foodservice as food hygiene, FIFO and food shelf life. University foodservice employees worked 4 hour longer than B&I foodservice employees, so turnover rate was higher than it. Comparing the number of feeding, B&I foodservice equipment and facilities scale was bigger than University foodservice equipment and facilities. The rate of solid waste on B&I foodservice was 11.468% and the rate of University foodservice was 16.23%, the waiting time of University foodservice was about 8mins longer than B&I foodservice.

• Journal of the Korea Safety Management & Science
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• v.9 no.4
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• pp.39-47
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• 2007

An industrial injury prevention has a basis on fundamental spirit of human respect rather than only injury prevention in company. The employer should recognize employee as a core part of an industrial management and use as a starting point of safety and health management rather than means of production. There are many reason for unsafety action without safety operation. The reason is no standard safety operation in company or the workers never get a enough education. Standard safety operation is prepared by paper for accurate directions and orders and operators must read the paper to prevent an error of action. Also an essential particular is safety of equipment and machine must be assumed to establish standard safety operation then safety of operations will be possible.

• Proceedings of the KOR-KST Conference
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• 1998.09a
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• pp.198-203
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• 1998

Through an analyses of the necessity and the practical meaning of the assets operation in railway transport enterprises, the authors argue that a railway transport enterprise shall lay equal stress on assets operation and production management, and suggest to take concrete steps on the basis of the aforesaid management strategy.

• Journal of The Korea Institute of Healthcare Architecture
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• v.1 no.2
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• pp.53-61
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• 1996

The activation of operation department can be defined as man power, the space, energy and organization in the operation department. In this paper, we clarified the activation index of operation department and verified the relation between the activation index and the management index related to in patients. In addition, we studied the effect of the activation index on the construction and management of the operation department. As a result, we can find the followings. 1. The number of operation as the activation index of operation department regardless of the size of hospitals in Japan is smaller than in Korea and Taiwan. 2. Based on the study of the correlation between the activation index and the operation index connected to inpatient, it is found the activation of operation department is affected by average lengh of stay of inpatient. 3. It is found that plan of operation has been practically made on the basis of the number of beds. Howerver, the activation index of operation department should be utilized on the basis of the number of operation.

• Journal of Convergence for Information Technology
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• v.11 no.4
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• pp.203-210
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• 2021

This study analyzed the financing ratio by operation fund financing method and their impact on management performance according to the establishment operation management entity of the medical institution. For the analysis method, ANOVA, logistic regression, and regression analysis were conducted using financial information registered with HASPA.The results of the study, The ratio of gross revenue to operating funds differed significantly depending on the establishment operation management entity. In addition, it was found that the financing ratio of each operation fund financing method was significantly related to the management results(deficit, surplus), and the impact of the operation fund financing method on management performance differed according to the establishment operation management entity. As a result, the management of operating funds of medical institutions is deemed appropriate to apply cost management first considering the ratio of revenue to operating funds, and then to utilize internal operating funds.

• Journal of Korean Society of Rural Planning
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• v.27 no.2
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• pp.23-34
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• 2021

This study aims to understand why the sales volume and the number of visitors are different in each rural tourism village. The study considered that the management and operation of rural tourism villages is one of the major influencing factors. To prove this, the study determined what factors were related to the management and operation of villages and derived detailed items to evaluate them. In the study, the researchers conducted an in-depth interview and a literature review on the management and operation of rural tourism villages in Yangpyeong-gun. They also performed a case study on the Sumi village, one of the successfully managed and operated villages in Yangpyeong-gun, to determine the detailed items. As a result, seven factors were identified. These factors comprise operation entity, governance, shared vision, leadership, efficient role-playing, marketing efforts, and equity in profit distribution. Based on these seven factors, 85 of the evaluation items were developed. The management and operation scores of 85 items were measured and summed for each of the 21 rural tourism villages. First, 21 villages were divided into two groups by the sales figures to derive items to determine the difference in the mean value of the evaluation scores. Second, an independent sample t-test was conducted for each village at YangPyeong-gun. Third, the study divided the 21 villages into four groups using 46 evaluation items. Finally, the study's researchers clarified some challenges to solve and appropriate management and operation plans considering each type of rural tourism village.