• Journal of Korean Society of Industrial and Systems Engineering
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• v.22 no.50
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• pp.363-372
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• 1999

This paper is to propose models for systematic classification and estimation of quality costs. Especially in this research, quality costs are categorized into three aspects, ie., conventional quality cost system, ZD(Zero Defect) quality cost system and Taguchi quality system. In conclusion, I hope that this study will have contribution to application of quality loss system for all the business in Korea.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.18 no.36
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• pp.315-322
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• 1995

Quality audit is one of tools to evaluate the effectiveness and compliance of quality system. Quality system will be improved through quality audit. This paper describes the considerations such as audit team, audit process, audit checklist and auditor's communication skills to perform effective quality audit. The result of quality audit depends on the auditees attitudes. Thus, the auditor's manner is very important to gain a good audit result.

• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.23-43
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• 2009

For reliability and confidentiality of information security systems, the security engineering methodologies are accepted in many organizations. To improve the effectiveness of security engineering, this paper suggests a security methodology ISEM, which considers both product assurance and production processes, takes advantages in terms of quality and cost. To verify the effectiveness of ISEM, this paper introduces the concepts of quality loss, and compares the development costs and quality losses between ISEM and CC through the development of VPN system.

• Journal of Korean Society for Quality Management
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• v.34 no.3
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• pp.41-50
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• 2006

This paper analyses the moderated effect of quality management program on the efforts of quality management to performance using a sample of 300 Korean manufacturing firms. Result shows that (1) quality management efforts does not effect to engineering quality performance and managerial quality performance does effect to customer performance, and (2) customer performance does not effect to management performance. And quality program has a moderated effect between quality efforts and quality performance. The result shows that there is no direct link between engineering quality performance and management performance.

• Journal of Korean Society for Quality Management
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• v.33 no.2
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• pp.87-99
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• 2005

Quality cost system is a key element of an organization's quality program. In this paper we suggest a quality cost evaluation system for aerospace industries considering the aircraft development and manufacturing processes. To reduce the cost of poor quality, we present an extended quality cost concept and detailed quality cost categories. The extended quality cost includes prevention cost, appraisal cost, failure cost, and the cost hidden in the processes. The evaluation of this extended quality cost will be helpful in identifying critical quality issues in aerospace industries.

• IE interfaces
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• v.17 no.1
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• pp.93-103
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• 2004

Service importance has been growing increasingly as competition element of enterprises according to going on rapid softness, information and knowledge of industrial infrastructure recently. Quality management system that implemented in manufacturing sector have been spreading rapidly to service company, but the company performing pure engineering service only in construction fields performed mainly the evaluation on the operational aspect such as degree of implementation of the established system because it is difficult to objective evaluation on the activity of the established quality management system or quality assurance system. This study would like to make on offer the improvement points based on the evaluation of service quality and the itself evaluation result through the questionnaire on the service offerers and customers using the pre-qualified SERVQUAL model in establishment of the improvement goal of the company. According to the result of this study, it is analyzed a gap and required to establish a counter-plan to correct many gaps discovered between the real offered level and the expect level of custom.

• International Journal of Quality Innovation
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• v.6 no.3
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• pp.56-69
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• 2005

There have been growing concerns about whether proper measures are in place to ensure the delivery of quality services and the operations in research and educational institutions. This paper describes various quality models and discusses their relevance into the total quality concepts and quality management systems (QMS) in education. It then illustrates how a QMS and the accompanied quality manual be developed in a research and educational institution using the Centre for Enterprise Research Integration (ERI) at The University of the West Indies, Trinidad as a case. Through personal interviews with the $Centre{\square}s$ personnel, views on the operations and determinants of the QMS were acquired. Results showed that the people's resistance to changes, conflicts on academic freedom, and difficulties on measuring performance were the obstacles to QMS implementation. People involvement and proper communication are determinants of QMS implementation. The system also rests on having a tailored quality manual that entails the documentation of processes and procedures for ascertaining the delivery of quality services and operations in the Centre. The development of quality manual is briefly described in the paper.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.131-146
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• 2005

There have been growing concerns about whether proper measures are in place to ensure the delivery of quality services and the operations in research and educational institutions. This paper describes various quality models and discusses their relevance into the total quality concepts and quality management systems (QMS) in education. It then illustrates how a QMS and the accompanied quality manual be developed in a research and educational institution using the Centre for Enterprise Research Integration (ERI) at The University of the West Indies, Trinidad as a case. Through personal interviews with the Centre's personnel, views on the operations and determinants of the QMS were acquired. Results showed that the people's resistance to changes, conflicts on academic freedom, and difficulties on measuring performance were the obstacles to QMS implementation. People involvement and proper communication are determinants of QMS implementation. The system also rests on having a tailored quality manual that entails the documentation of processes and procedures for ascertaining the delivery of quality services and operations in the Centre. The development of quality manual is briefly described in the paper.

• Journal of Engineering Education Research
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• v.14 no.6
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• pp.60-66
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• 2011

The curriculum system and documentation for advanced general education, MSC (Mathematics, Basic Science, Computer Science), and engineering-design courses have been developed to improve the education of advanced undergraduate students in engineering and technology at Chosun University. In this paper, to obtain improved quality of engineering courses, we systemized the education of engineering and technology, which could be designed as the education satisfying students and provide awards for high-quality performance, through efficient management of education courses and establishment of basic and professional courses. In addition, by applying evaluation to the engineering courses and using the model of continuous quality improvement, we could achieve a high-quality education system for the engineering and technology courses.

• Journal of Korean Society for Quality Management
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• v.46 no.3
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• pp.483-496
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• 2018

Purpose: This paper proposes a quality strategy based on the evolution of technology in the age of the 4th Industrial Revolution. Methods: We examine the theory of past quality activities and the changes in quality paradigm, and analyze key words for the technologies and key issues of the 4th Industrial Revolution. Based on existing quality management, we find a quality strategy that should be pursued during the 4th Industrial Revolution. Results: Quality has been recognized as an essential component of corporate competitiveness. The paradigm of quality has also changed with the pass of time and industry development. From this viewpoint, the following eight quality strategies are proposed for the development of the technology of the 4th Industrial Revolution period, such as Market-to-customer fusion quality, symbiotic quality, big data quality, technical accuracy and zero-defect quality, facility predictability quality, software quality, process flexibility quality, and information protection stability and security quality. Conclusion: Quality for customer satisfaction is still important nowadays. However, in the 4th Industrial Revolution era, where various business models and methods of manufacturing are expected, the big data utilization, software quality, and the reliability and security of information protection to support it are important.