• 품질경영학회지
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• 제49권1호
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• pp.61-79
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• 2021

Purpose: The purpose of this study is to study the relative weights of Quality Scorecard (QSC) which was developed for a new quality concept, called Open Quality, in the era of Industry 4.0. Open Quality aims to ensure quality responsibility by accurately measuring the quality level and sharing the quality data with stakeholders. Methods: To analyze the importance of QSC, a survey study was conducted based on 10 types of industry. The relative weights of QSC measures are investigated by both the industry types and the organizational life cycle. Further, the relative importance of QSC was analyzed according to the organization's lifecycle. By dividing the aspects with respect to the result data, application method for QSC is further provided. Results: The result indicates that there are significant differences among Korean companies in terms of the level of Industry revolution stages. Among ten industry types, manufacturing and finance sectors show the highest importance of QSC. QSC measures are also considered more importance in growth stage of the maturity cycle than generator and decline stages. Conclusion: When QSC is adopted for Open Quality, its relative weights must be considered to cope with the unique characteristics of industrial types. Besides, QSC's contribution may vary according to the level of maturity of the target company.

• 품질경영학회지
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• 제47권1호
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• pp.17-32
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• 2019

Purpose: CMMI is a process model used to assess or improve an organization's software development capabilities. This paper deals with the quality indicators when using CMMI and their priorities for possible improvement. Methods: The 22 process areas and 167 practices of CMMI are matched with 60 indicators of Quality Scorecard(QSC) first to analyze the balance of CMMI in terms of prevention, appraisal, and final result categories and second to isolate a set of key areas for quality focused performance measures. Results: A total of 86.2% (144 out of 167) CMMI practices were mapped to QSC. According to the CMMI level of maturity, level 2 and 3 accounted for more than 75% of the total. The practices at the maturity level of 4 and 5 were mapped to more than 52% of the final result's measurements. It has been observed that CMMI practices need further elaboration at higher levels to consider prevention, appraisal, and final results simultaneously. Conclusion: In order to improve the quality performance of the organization by applying CMMI, the final result measures should be refined in metrics, cycles, and methods, and then corrective actions could be conducted to improve the performance of CMMI practices. This strategy would help the practitioners benefit from CMMI in fostering the overall quality level of key activities for the organization's business goals.