• 한국IT서비스학회:학술대회논문집
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• 2005.11a
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• pp.448-456
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• 2005

본 기고에서는 삼성SDS 컨설팅본부에서 새로 개발한 PFSS(PI for Six Sigma) 에 대해서 소개하고 PFSS방법론을 통해 프로세스 혁신(PI: Process Innovation)을 수행할 시 기대되는 효과에 대하여 알아본다. 우선 PFSS의 정의, 등장 배경 및 필요성에 대해서 논하였다. 그리고, PFSS 방법론의 Roadmap을 소개하고 Define - Measure - Analyze - Design - Optimize - Verify의 6개의 Phase에 대하여 알아본다. 마지막으로 PFSS의 장점 및 기대효과와 향후의 PFSS의 발전 방향에 대해 논하였다. 본 기고를 통해 기존의 프로세스 혁신 방법론과 6시그마 방법론이 어떻게 융합하여 상호 강점을 활용할 수 있는지를 살펴 볼 수 있는 기회가 되었으면 한다.

• Information Systems Review
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• v.8 no.3
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• pp.245-259
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• 2006

In order to utilize BSC as an operational tool for communicating strategies across the hierarchies of the organization, a growing number of companies have tried to link BSC processes with other PI tools. Company D has carried out the SEM project to identify the causal structure between innovation activities and performance management in 2005 and 2006. The company synthesizes BSC and 6 Sigma methodologies at the BU level, and the new process made it possible to manage performances and make decision more "realistic" on the basis of information technologies. We expect that this study provide organizations, which have difficulties streamlining the performance management processes at the strategic level and those of operational level, with implications for realizing more "execution-oriented" RTE.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.

• International Journal of Naval Architecture and Ocean Engineering
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• v.13 no.1
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• pp.405-430
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• 2021

Production planning is a key part of production management of manufacturing enterprises. Since computerization began, modern production planning has been developed starting with Material Requirement Planning (MRP), and today Enterprise Resource Planning (ERP), Advanced Planning and Scheduling (APS), Supply Chain Management (SCM) has been spreading and advanced. However, in the shipbuilding field, rather than applying these general-purpose production planning methodologies, in most cases, each shipyard has developed its own production planning system. This is because the applications of general-purpose production planning methods are limited due to the order-taking industry such as shipbuilding with highly complicated construction process consisting of millions of parts per ship. This study introduces the design and development of the production planning system reflecting the production environment of heavy shipyards in Korea. Since Korean shipyards such as Hyundai, Daewoo and Samsung build more than 10 ships per year (50-70 ships in the case of large shipyards), a planning system for the mixed production with complex construction processes is required. This study draws requirements using PI/BPR (process innovation and business process reengineering) methodology to develop a production planning system for shipyards that simultaneously build several ships. Then, CBD software development methodology was applied for the design and implementation of planning system with drawn requirements. It is expected that the systematic development procedure as well as the requirements and functional elements for the development of the shipyard production planning system introduced in this study will be able to present important guidelines in the related research field of shipbuilding management.