• Journal of KIISE:Software and Applications
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• v.35 no.4
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• pp.234-244
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• 2008

Since the advent of Six Sigma in 1980's, Six Sigma is widely used in various industry areas, such as manufacturing, financial, government, and service, and proves its innovation ability and value by providing lots of success stories. Several researches have been conducted to adopt Six Sigma for Software Development and Software Quality Assurance-Software Six Sigma. Although the wide use of Six Sigma, there is no software tool to support the execution of Six Sigma Project. For this reason, the Quantitative Six Sigma Project Management is required to support for measuring and analyzing Six Sigma Projects, storing and reporting the results from Six Sigma Projects, and managing Six Sigma Projects through the whole process of, DMAIC or DMADV. In this paper, we introduce the design and implementation of a Quantitative Six Sigma Project Management Framework and Tool. The execution of Six Sigma Project based on Six Sigma Project Management Tool benefits the quantification, the systematization, and the integration.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.194-204
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• 2003

It is very important to understand and interpret the meaning of the sigma level correctly through the Six Sigma project. Especially, the confusion over the relation between sigma level from the short-term point of view and defective proportion or DPMO from the long-term point of view may make a big gap between expected results of the Six Sigma project and real results in the field. The one-tail approximation is commonly used to calculate the sigma level both in most literatures introducing Six Sigma and actual cases of the Six Sigma project. Since the one-tail approximation undervalues the sigma level of the fields such as business and service of which the sigma level is generally low, however. there can be misleading results of the explanation of the sigma level and inappropriate project evaluation. This paper describes the relation between sigma level and defective proportion in detail and clears the difference between the one-tail and two-tail approximation.

• Journal of Applied Reliability
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• v.11 no.1
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• pp.59-81
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• 2011

Six Sigma has been disseminated into a variety of areas. It is believed that a stepwise understanding of Six Sigma's DMAIC is required for successes of unit projects. Meanwhile, infra-structure factors, such as leadership, organization, personnel management, educational system, etc., are also important to safely implant the Six Sigma into the whole enterprise and to thoroughly create the culture of innovation and enterprise. Careful analysis of those elements makes it possible to draw common connection between Project Management and the Six Sigma. This study drives the success elements for the successful adoption of the Six Sigma in the Korea Western Power Co., Ltd., of which management was evaluated as one of the tops based on the results of 2007 Management Innovation Assessment and arranges the similarity of like this factor and Enterprise Project Management. The results of this study are expected to provide a useful guideline for the adoption of the Six Sigma in whole company level.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.132-137
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• 2002

The quality improvement methodology Six Sigma gained enormous international popularity in the past few years, mainly due to its successful implementation at General Electric. Six Sigma is now commonly understood not only as a statistical measure for process performance (6$\sigma$ stands for 3.4 defects per million opportunities) to improve product quality but it has also become a strategic initiative undertaken by many organisations to improve management quality. In the centre of the Six Sigma methodology is the improvement project, often referred to as Black Belt or Green Belt project. Although every business is different and business priorities differ from company to company, however all businesses face the same problem when it comes to Six Sigma projects: How to choose the right project\ulcorner This article intends to provide some answers to this and other frequently asked questions about Six Sigma projects.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.256-270
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• 2011

The study attempts to propose and test a causal research model using SEM (Structural Equation Model) to determine whether there is a relationship between six sigma champion's transformational leadership and belts' creativity based on the mediated effects of intrinsic motivation and project's learning and growth. The subjects of the study composed of 134 belts from manufacturing and service firms implemented six sigma. Empirical results show that transformational leadership is positively related to intrinsic motivation and project learning and growth. In addition, intrinsic motivation and project learning and growth are positively related to creativity. The results of the study imply that creativity of six sigma belts would be enhanced by implementation of six sigma projects and utilizing six sigma tools and methods.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.91-97
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• 2010

Six Sigma is widely recognized as a process improvement methodology. In these days, many organizations today are considering how to choose six sigma project. This study is to provide six sigma project selection criteria by comparing public corporate with private corporate using AHP. In this exploratory study, criteria to select six sigma project is developed and suggested to fit goal of each organizations.

• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.109-116
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• 2005

This paper discusses the relationship between project management and six sigma and the derivation of overall related table. This paper proposes an integrated approach by blending CMM project management and six sigma to meet business goals.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.268-278
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• 2006

Ten years have passed since Samsung SDI and LG Electronics introduced six sigma. Six sigma spreads on the wide industry areas such as service and public sectors as well as manufacturing industry. Six sigma speaks for Korean enterprise's management innovation now. Then, can we evaluate that Korean enterprise's six sigma has settled down successfully? This study compares Korean enterprise's six sigma with those of Japanese and American enterprises in the view of leadership, project, people, and methodology. We suggest five topics for the successful settlement of six sigma in Korean enterprises; 1) Role of executives and managers should be changed more actively, 2) Strategy-connected projects should be excavated, 3) Utilization and development plan should be made for black belt and master black belt, 4) Six sigma methodology should be advanced, especially DFSS methodology, and finally 5) Several innovation methodology should be integrated.

• International Journal of Quality Innovation
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• v.5 no.2
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• pp.63-69
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• 2004

This is an R&D project on design optimization of the inner shield of the Omega color picture tube at Samsung SDI in Korea. This was an R&D project which basically used the IDOV (Identify, Design, Optimize, Validate) process for Six Sigma implementation. Most Six Sgima projects use the process of DMAIC (Define, Measure, Analyze, Improve, Control). However, this project introduces a new cycle, RDIDOV (Recognize, Define, and IDOV). Here CPT means Color Picture Tube. Sam sung SDI is one of the two companies which began Six Sigma in Korea. This case study shows a good example how an R&D Six Sigma project can be usefully employed in manufacturing companies using a new process cycle.

• Journal of Korean Society for Quality Management
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• v.45 no.1
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• pp.1-10
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• 2017

Purpose: Most enterprises adopt six sigma acts to maximize the business performance with raising the executiveness for the project improvements in each parts. But there are little studies about six sigma actual operations in manufacturing whether the six sigma improvements that have injected a lot of budget, efforts, labours and time are run properly. Methods: This study select 31 interviewees who have MBB or BB from 5 large enterprises running six sigma over 10 years and 5 SMEs running six sigma over 5 years to understand and review the operational status of six sigma actions in manufacturing industry and to secure representativeness. This study identify the operational status of six sigma actions and key factors enhancing or impeding execution of six sigma projects through face-to-face interviews and online surveys by e-mail. Results: This study figured out the operational status of six sigma actions and key factors enhancing or impeding execution of six sigma projects. We used SPSS 16.0 for the reliability and the validity of survey data. Conclusion: There can be a lot of different factors that affect six sigma project improvements besides the key factors from this study. More study need to think of the organization characteristics and the basic conditions and to remedy the unreasonable points and defects rather than following foreign companies and enterprises.