• Journal of Korean Society for Quality Management
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• v.33 no.4
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• pp.42-54
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• 2005

This paper has the purpose to find out the causal model between QCC activities and performance. This study consists of four hypotheses. First, QCC teamwork has positive influence on QCC performance. Second, QCC atmosphere has positive influence on QCC performance. Third, QCC autonomy has positive influence on QCC performance. Fourth, this causal model is appropriate for representing the relationship between QCC activities and performance. The results of hypothesis testing are as follows. The first and the fourth hypotheses are adopted. The second and the third hypotheses are rejected. Therefore, QCC teamwork will accelerate QCC activities more than atmosphere and autonomy of QCC.

• Journal of the Korean Professional Engineers Association
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• v.24 no.5
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• pp.129-137
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• 1991

In case a firm proceeds with TQC the activity of QCC, one of the activities concerned with TQC, is made first of all. There fore, in consideration that TQC could not be successful with the activity of QCC being unsuccessful a firm underlines activating QCC and makes considerable support of the educational discipline. However, as for the data of TQC having been introduced in domestic country no data related to construction industry have been found, all of them being concerned with manufacturing industry and it has happened that some firms of the construction industry make the negative reaction to the activity of QCC. So some of firms including our one have prepared and published their own texts and made them available by utilizing the translated Japanese data which were attained through Japanese construction firms. It is thought that a problem has been caused by the above-stated. While Japanese firms have made R & D of the features concerning to the most basic QCC activity for themselves, Korean ones have just followed and taken advantage of those originated by Japanese without being conscious of the basic idea, and this has caused the consequent failing of QCC activity. In other word, the emphasis of the results only rather than process has brought about the unsuccessful QCC activity.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.51-58
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• 2010

In QCC improve activities QC story is useful for solving problems. Among those the planning and establishment of countermeasure step is most important in finding new alternatives and methods for problem solving. But that step is dealt with indifferent to problem solving occasionally, so it makes difficult to find those. In this paper we suggest an effective construction model of planning and establishment of countermeasure in QCC improve activities.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.333-338
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• 1998

QCC(Quality Control Circle) is a labor or employee group that regularly meets to discuss ways of improving product quality. Its goal is to develop and present various ways for employees to solve problems, generate and implement new ideas and gather information that would prove helpful in both areas. It will also educate employees of the responsibilities that a quality warranty will bring forth. This study conducted research on the QCC activity of Korean manufacturers in two primary ways: first part consisted of items used to diagnose QCC activity, Second part consisted of 8 items used to investigate goals and their effectiveness, obstruction and organization. Accordingly, main goal of our research was to find ways to improve through QCC.

• Journal of Korean Society for Quality Management
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• v.26 no.4
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• pp.293-310
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• 1998

In this paper, we surveyed the literature on QCC(quality control circle) and try to establish principles of activation of QCC activities in Korea. Although QCC activities in Korea, which originated from Japan, have so far made tremendous contributions to our domestic industry, many problems have also been found during the course of a, pp.ication to our industry. In this paper, we have paid much attention to the solution of the problems found during the initial stages and the a, pp.eciation of the achievements of QCC activities until now. We also suggest principles residing in the activities and propose the right direction of our QCC movement. We have made use of many known facts in our analysis and present some of them as evidences of our arguments.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.903-916
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• 2017

Purpose: The paper analyzes empirically the causal relationship between customer-oriented Quality circle activities and Business Performance for Korean service firms. We compare the operational characteristic behavior of the service firms and business performance. Methods: In this study, we used 3 variables, QC activities, Employee commitment and business performance. Especially, Service SME's QC Circle activities were analyzed in related with growth of company on the basis activities such as Leadership(team), improvement activity, Organizational learning, customer-focus activity and employee suggestion. Results: The result of analysis showed that employee commitment affected significantly on financial performance and non-financial performance and in turn, improvement activities, Organizational learning and customer-focus activity affected significantly on business performance (financial and non-financial). Conclusion: In the summary of the characteristics of this study based on the research results, first, segmenting the QCC activities in the service business into 5 elements can be considered to be differentiated from the existing researches in the aspect of utilizing the organization's objective-oriented variables differently from the researches utilized the variables related personal characteristics. Second, this study suggested the recent research results that suggested the problems of the QCC clearly, through which what new QC story approach was suggested has working level value in the aspect of activating the service QCC.

• International Journal of Advanced Culture Technology
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• v.11 no.2
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• pp.323-329
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• 2023

In this study, Proline pentamer model was used to investigate change in the dihedral angle, intramolecular hydrogen bonding and formation energies during structural optimization. L-Proline (LP, as an imino acid residue) pentamers having four conformation types [β: φ/ψ=t−/t+, α: φ/ψ=g−/g−, PP_II: φ/ψ=g−/t+ and Plike: φ/ψ= g−/g+] were carried out by QCC [B3LYP/6-31G(d,p)]. The optimized structure and formation energy were examined for designated structure. In LP, P-like and PP_II types did not change by optimization, and β types were transformed into PP_II having no H-bond independently of the designated ψ values. PP_II was more stable than P-like by about 2.2 kcal/mol/mu. The hydrogen bond distances of d2(4-6) type H-bonds were 1.94 - 2.00Å. In order to understand the processes of the transformations, the changes of φ/ψ, distances of NH-OC (d_NH/CO) and formation energies (ΔE, kcal/mol/mu) were examined.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.673-679
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• 1998

The paper aims to apply a model of continuous quality improvement (CQI) to Taiwan provincial Pin Ton hospital. Tools of quality control were used both total quality management (TQM) and quality control circle (QCC) in order to approach the objective of ${\ulcorner}$higher quality, higher efficiency, lower cost${\lrcorner}$. During two years, this hospital has organized thirteen QC circles that were classified three categories according to that objective: four circles work for higher quality; the other four circles work for higher efficiency; five circles for lower cost. After implementation, several results were found from two viewpoints. From viewpoint of tangibility, one of the most outcomes is to reduce labor cost from 56 persons to 28 persons of temporary employees. From viewpoint of intangibility, the result was evaluated using radar chart to compare the difference after improvement. This paper is going to report the process of CQI for the hospital management because it is a new issue in Taiwan since 1997

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.337-348
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• 2015

This research introduces the Financial Effect Measurement (FEM) models which measures both the improvement and the innovation performance of Quality Control Circle (QCC) and activities of Six Sigma. Concepts and principle of Comprehensive Income Statement (CIS), Balanced Scorecard (BSC), Time-Driven Activity Based-Costing (TDABC) and Total Productive Maintenance (TPM) are applied in order to develop the 4 FEM models presented in this paper. First of all, FEM using CIS depicts the improvement effects of production capacity and yield using relationships between demand and supply, and line balancing efficiency between bottleneck process and non-bottleneck processes. Secondly, cause-and-effect relation of Key Performance Indicator (KPI) is used to present Critical Success Factor (CSF) effects for QC Story 15 steps of QCC and DMAIC (Define, Measure, Analyze, Improve, and Control) of Six Sigma. The next is FEM model for service management innovation activities that uses TDABC to calculate the time-driven effect for improving the indirect activities according to the cost object. Lastly, FEM model for TPM activities presents the interpretation of improvement effect model of TPM Capital Expenditure (CAPEX) and Operating Expenditure (OPEX) maintenance using profit, cash and Economic Added Value (EVA) as metrics of enterprise values. To better understand and further investigate FEMs, recent cases on National Quality Circle Contest are used to evaluate new financial effect measurement developed in this paper.

• Journal of Korean Society for Quality Management
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• v.33 no.2
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• pp.22-31
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• 2005

Currently the problem of how to effectively integrate between six sigma and quality control circle is a matter of concern in the korea's manufacturing companies. In this paper we try to find the reasonable organizational alternatives and problem solving procedure by related literature surveying and empirical study. And we ascertain whether it is significant by conducting a survey on 51 six sigma consultants and black belts.