• International Journal of Quality Innovation
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• v.5 no.2
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• pp.17-25
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• 2004

Despite the fact that much has been published about Six Sigma in the business and academic press and on the Internet in recent years, there is still confusion among many people, particularly those who work in the transactional and service environments, about the nature of Six Sigma. It is true that Six Sigma like other process improvement programs before was first applied to manufacturing processes; however, many corporations including General Electric and Sony have successfully applied Six Sigma to their transactional and service processes as well. Six Sigma is used by many companies not only to improve the quality of their products and services but also to achieve quantifiable financial results, improve management style and communication, and achieve customer and employee satisfaction. Whether in manufacturing or non-manufacturing environments, the application of Six Sigma differs from organization to organization. Although there are many common elements between these applications, however, special care must be taken when customizing Six Sigma to suit the organizations' needs. In this paper, the author provides some practical and useful guidelines for Six Sigma deployment. This paper is not about the use of numerous statistical tools and techniques that can be found in a typical Six Sigma toolbox. The main emphasis has been placed both on the concept and the implementation of Six Sigma, particularly within the non-manufacturing areas of business.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.39-56
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• 2008

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

• Journal of the Korean Mathematical Society
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• v.54 no.1
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• pp.281-302
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• 2017

For a Banach space operator $A{\in}B(\mathcal{X})$, let ${\sigma}(A)$, ${\sigma}_a(A)$, ${\sigma}_w(A)$ and ${\sigma}_{aw}(A)$ denote, respectively, its spectrum, approximate point spectrum, Weyl spectrum and approximate Weyl spectrum. The operator A is polaroid (resp., left polaroid), if the points $iso{\sigma}(A)$ (resp., $iso{\sigma}_a(A)$) are poles (resp., left poles) of the resolvent of A. Perturbation by compact operators preserves neither SVEP, the single-valued extension property, nor the polaroid or left polaroid properties. Given an $A{\in}B(\mathcal{X})$, we prove that a sufficient condition for: (i) A+K to have SVEP on the complement of ${\sigma}_w(A)$ (resp., ${\sigma}_{aw}(A)$) for every compact operator $K{\in}B(\mathcal{X})$ is that ${\sigma}_w(A)$ (resp., ${\sigma}_{aw}(A)$) has no holes; (ii) A + K to be polaroid (resp., left polaroid) for every compact operator $K{\in}B(\mathcal{X})$ is that iso${\sigma}_w(A)$ = ∅ (resp., $iso{\sigma}_{aw}(A)$ = ∅). It is seen that these conditions are also necessary in the case in which the Banach space $\mathcal{X}$ is a Hilbert space.

• Journal of Microbiology
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• v.42 no.2
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• pp.103-110
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• 2004

In order to understand the molecular basis of selective expression of stationary-phase genes by RNA polymerase containing$\sigma$$\^$38/ (E$\sigma$$\^$38/) in Escherichia coli, we examined transcription from the stationary-phase promoters, katEP, bo1AP, hdeABP, csgBAP, and mcbP, in vivo and in vitro. Although these pro-moters are preferentially recognized in vivo by E$\sigma$$\^$38/, they are transcribed in vitro by both E$\sigma$$\^$38/ and E$\sigma$$\^$70/ containing the major exponential $\sigma$, $\sigma$$\^$70/. In the presence of high concentrations of glutamate salts, how-ever, oldy E$\sigma$$\^$38/ was able to efficiently transcribe from these promoters, which supports the concept that the promoter selectivity of $\sigma$$\^$38/-containing RNA polymerase is observed only under specific reaction con-ditions. The examination of 6S RNA, which is encoded by the ssr1 gene in vivo, showed that it reduced E$\sigma$$\^$70/ activity during the stationary phase, but this reduction of activity did not result in the elevation of E$\sigma$$\^$38/ activity. Thus, the preferential expression of stationary-phase genes by E$\sigma$$\^$38/ is unlikely the con-sequence of selective inhibition of E$\sigma$$\^$70/ by 6S RNA.

• Journal of the Korea Safety Management & Science
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• v.8 no.4
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• pp.239-247
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• 2006

This paper is to propose new features and models for process innovation after classifying in three categories ; conventional six sigma, lean six sigma and 3rd generation six sigma. First considering two project types which are bottom-up and tod-down, DMAIC process is linked up with QC story 15 steps. Secondly, I present Koreanized lean six sigma model using Japanese production technology and principles. Lastly, this paper also depicts a new 3rd generation six sigma model utilizing MBNQA management quality system.

• Culinary science and hospitality research
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• v.10 no.1
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• pp.167-185
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• 2004

An implementation of 6 sigma in foodservice management was introduced from 2000. However they could not achieve full advantages of 6 sigma management because of short period of implementation time, and the critical problem is employees' complaints and their oppositions. The purpose of this study is to analyze the relationship of 6 sigma and organizational commitment in the foodservice industry. In this study, we found that organizational commitment improve with the implementation of 6 sigma. 6 sigma's essential factors have influenced on the organizational commitment.

• JSTS:Journal of Semiconductor Technology and Science
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• v.9 no.4
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• pp.233-239
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• 2009

A mixed CT/DT 2-1 cascaded ${\Sigma\Delta}M$ which includes a first stage CT ${\Sigma\Delta}M$ and a second stage mismatch insensitive two-channel time-interleaved DT ${\Sigma\Delta}M$ is proposed. With this approach, the advantages of both CT and DT ${\Sigma\Delta}Ms$ including high speed operation, inherent anti-aliasing filter, and good coefficient matching can be achieved. The two-channel time-interleaved ${\Sigma\Delta}M$ used in the second stage alleviates the speed constraints of the DT ${\Sigma\Delta}M$, whereas enables better matching between the analog and digital filter coefficients compared to CT ${\Sigma\Delta}Ms$.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.119-127
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• 2008

In this paper, we survey Six Sigma in Korea company real fields. Six Sigma itself are developed depend on each company culture and strategy. Our country has been more than 10 years since introduced Six Sigma in our country. Each company which work six Sigma are developed differ way depending on his company situation. Our country Six Sigma in our country is necessary to survey and analysis. Firstly, we survey how to use Six Sigma. Next, we survey to find success factor and failure factor by reports published by company and papers by published in journals.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.253-267
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• 2006

Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes for the past 10 years. However, numerous difficulties arise during the six sigma application to the various industries. In this study, the current situation of the six sigma applied to Korean companies is showed, and the issues of six sigma application in Korean companies are found. At the end, the several counter plans to overcome them. are proposed.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.3
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• pp.129-144
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• 2004

The goal of this study is to stress the importance of 6sigma quality management in improving the inner capabilities of manufacturing and the performances of the company. Six Sigma is widely recognized today as a process improvement methodology that can cut costs and eliminate defects in manufacturing processes. In this exploratory analysis. a model is developed and tested to fit research model with the structural equation modeling analysis. In conclusion. 6sigma leadership and flexible organizational culture are the important drivers among 6sigma activities. IT management strategy is significantly related to 6sigma quality management. 6sigma quality management is significantly related to financial performance. In addition. customer satisfaction is significantly related to financial performance.