• Journal of Korean Society of Industrial and Systems Engineering
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• v.18 no.36
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• pp.121-131
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• 1995

The purpose of a business's existence is to make profit. The objective of business can be attained through the most profitable activities such as the improvement of productivity, quality and the reduction of the manufacturing cost. In order to produce the goods with above said goal, it can be achieved by inducing and improving the manufacturing process. In this viewpoint, We'd like to develope an algorithm for improving productivity, quality and cutting the manufacturing cost under the limitation of the resources. This paper showed a practical method which gradually improves three factors [productivity, quality and cost-down] by calculating the effective value of single and multi process mutually.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.324-334
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• 1998

Background : Strategic planning is an organizationwide or systemwide, ongoing look into the future usually of 2~3 years, based on objective analysis of the current environment and trends, but it can incorporate both short-term and long-term goals. The strategic planning process includes external analysis, internal analysis, issue analysis, development of mission, vision and values, and lastly development of organizational goals and objectives. As a part of the strategic quality planning process, certain service lines, important organizationwide functions, or key processes supporting these functions can be prioritized to expedite and roll out certain strategic goals. This is called strategic quality initiatives. Methods : We organized a quality improvement team, a subgroup of 21st century vision planning corps of our medical center, and pursued QI activities for improvement of healthcare environment, particularly in the admission setting. We developed a strategic quality initiative based on the results of patient satisfaction surveys, and carried out functions of self-directed work team. Results : The strategic goal was to be the benchmark for peer group hospitals in Korea for providing cost-effective best-practice. The QI team included 3 medical doctors, 1 nurse, 1 social worker, and 1 QI consultant as well as many operational members to support services and quality initiatives met every Tuesday for 18 weeks. Outcome objectives were to improve patient satisfaction score. The issues included in the objectives were comfort, temperature, noise, cleanliness of the admission wards, quality and education of patient meals, matters regarding the admission process, and an appurtenant facility such as restaurant or convenience store. Every issue was discussed and recommendations, conclusions and opportunities were implemented. Conclusions : By developing a strategic quality initiative as a part of the strategic quality planning process, and pursuing a self-directed work team, certain sen/ice lines, important organizationwide functions, or key processes supporting these functions can be improved effectively within a short period. Strategic quality initiatives serve to support, or roll out, certain strategic goals that are relevant to performance improvement and development of specific measurable outcome objectives, and associated performance measure for each initiative. Each strategic quality initiative should include a statement of intent outcome objectives, and performance measures. We will come back with follow up of the strategic quality initiative, for improvement of healthcare environment, and results of patient satisfaction re-survey.

• Quality Improvement in Health Care
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• v.5 no.1
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• pp.120-127
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• 1998

Background : This study is to identify preoperative patient characteristics associated with a lack of improvement on one or more measures peri operatively, postoperative 3-4 months, and postoperative 12 months. Methods : For the assessment, prospective study was performed with 92 patients who had undergone either one eye or both eye cataract surgery by 3 ophthalmologists practicing at a university hospital. The criteria of improvement were (1) Snellen visual acuity, (2) a cataract-related symptom score(possible range: 0, 0 of 6 symptoms present or bothersome, to 18, all 6 symptoms very bothersome), and (3) VF-14 score - a measure of functional impairment in patient with cataract - (possible range: 0, inability to perform any of the applicable activities, to 100, no difficulty in performing any of the applicable activities). Results : Although 14 patients (15.2%) failed to improve on one or more of the outcome measures assessed, no one failed to improve on all three measures. Both eyes of surgery than one eye, preoperative cataract symptom score of 1-4, 5 or higher than 0 were associated independently with the increased likelihood of improvement (odds ratio 8.95, 7.16, 8.87 respectively). And the preoperative level of Snellen visual acuity was not associated with the likelihood of improvement Conclusion : We conclude that specific preoperative characteristics (both eyes, cataract symptom score) are independent predictors of patient outcome after cataract surgery.

• Journal of Technology Innovation
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• v.23 no.3
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• pp.67-85
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• 2015

This study investigates the relationships among SMEs' innovation capacity, standardization education activities, and performances. Employing about 900 SMEs in the ICT and electronics electricity industries, this study used regression analysis and examined the effects of standardization education activities on performance and the moderating effect of innovation capacity. The results indicate that standardization education activities positively affect SMEs' production and quality improvement and R&D activity improvement. The results also show that R&D investment ratio moderates the relationship between standardization education and production and quality improvement. This study provides practical insight into why firm managers should pay attention to standardization education and innvation capacity to improve firm performance.

• Quality Improvement in Health Care
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• v.29 no.2
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• pp.2-14
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• 2023

Purpose: This study aimed to identify strategies to enhance the competencies of patient safety coordinators in Korea. Methods: Fourteen participants from nine hospitals were interviewed between May and November 2022. Qualitative content analysis was used to analyze the data. Results: As for the strategies to enhance patient safety management competency, 3 themes and 11 sub-themes were derived. The first theme was 'Having individual competence as a patient safety coordinator', and the sub-themes were 'Communication skills with members', 'Flexible thinking from multiple perspectives', and 'Preparing for administrative work competencies that they had not experienced as a nurse.' The second theme was 'Responding strategically to promote improvement activities', and the sub-themes for it were 'Multi-angle approach to the problem', 'A careful approach so as not to be taken as criticism in the field', 'Increasing the possibility of improvement activities through awareness', 'Activating the network between patient safety coordinators', and 'Expanding learning opportunities through patient safety case analysis.' The third theme was 'Obtaining support to facilitate patient safety activities', and the sub-themes for this were 'Improving staff awareness of patient safety', 'Providing a training course for nurse professional of patient safety', and 'Expanding the manpower allocation standard of patient safety coordinators.' Conclusion: This study explored personal competencies such as document writing and computer utilization capabilities, focused on ways to improve the field of patient safety management, and emphasized the need for organizational and political support.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.382-388
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• 2005

This paper has briefly explained the various measurement and testing system which is an Important component of modern quality and process improvement activities. This paper deals with precision and force measurement , NDT, and MSA.

• The Journal of Engineering Geology
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• v.19 no.3
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• pp.307-311
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• 2009

Agricultural is recognised as being the leading contributor to groundwater. As a consequence, the consumer have to has bear the high expenses of water supplied to be treated. Importantly, the cost of water supplied is a function of the water quality as well as the scale of drinking water treatments. The relationship between the consumer payment and water quality improvement was affected by the scale of drinking water treatments directly. Hence when we achieve the high quality and low cost in the case of groundwater treatment for drinking, it is needed to consider both water quality and plant scale.

• Journal of Korean Society for Quality Management
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• v.45 no.3
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• pp.561-582
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• 2017

Purpose: The purpose of this study is to share the right conception of win-win partnership innovative activity. This study suggests the desirable methodology to Win-win Partnership. Also, through the in-depth analyzing of the existing problems, we intend to exclude such a formal and erroneous direction of the research. Methods: This study systematically analyzes the best cases of the win-win partnership focusing on the proceedings of the companies participating in the field of win-win Partnership at the national quality-circle contest. Results: This study reveals the underlying problems of win-win partnership innovative activity and draws the conclusion in the way of improvement about the win-win partnership innovative activity. This study also suggests the efficient method of the function and improvement of a system for activating win-win partnership innovative activity. Conclusion: Promoting the effective way of boosting win-win partnership innovative activity, we seek to improve the quality of the product among the companies, and let the a rising curve of the mutual growth continue among the companies by strengthening the competitiveness.

• Journal of the Korean Dietetic Association
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• v.21 no.1
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• pp.25-36
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• 2015

In this study, we attempted to improve hospital food delivery service quality and customer satisfaction by using FMEA (Failure Mode and Effect Analysis), which is applied to the quality control of products in manufacturing plants. Subjective food delivery service quality improvement was judged based on a 5-point likert scale. Traditional FMEA uses an RPN (Risk priority number) to evaluate the risk level of a component or process. The RPN index was determined by calculating the product of severity, occurrence, and detection indexes. In our results, total RPN value (P<0.01) significantly decreased after FMEA introduction, whereas customer satisfaction (P<0.001) and food delivery service quality (P<0.001) significantly increased. Specifically, foodservice errors (P<0.01) and loss cost (P<0.01) were significantly improved by FMEA introduction. Taken together, we suggest that FMEA reduces critical activities and errors in foodservice delivery caused by simple priority selection.