• Journal of Korean Society for Quality Management
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• v.38 no.2
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• pp.180-189
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• 2010

For the success of total six sigma innovation, it is necessary to improve the suppliers' quality in the supply chain. This paper presents the deployment and support system of six sigma innovation for supply chain quality improvement, with the application to an aerospace production company. The process of project selection, project implementation, financial effect verification, benefit sharing is presented. This paper will benefit the companies which are going to enhance all the companies in the supply chain via six sigma activities.

• Journal of the Korea Safety Management & Science
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• v.7 no.3
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• pp.121-135
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• 2005

The TOC and Six Sigma are the most attention-getting concepts for managing manufacturing companies. Using the ideas and methods of the TOC, companies can achieve a large reduction of work-in-process and finished good inventories, significant improvement in scheduling performance, and substantial earnings increase. The six sigma approach derives the overall process of selecting the right project based on their potential to improve performance metrics and selecting and training the right people to get the business results. These two concepts have different backgrounds and different viewpoints for production systems. so, if the two concepts integrate each other, the synergy effects to innovate production systems can be expected. The purpose of this paper suggest that integration strategy between Six Sigma and TOC for profit maximization.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.311-315
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• 2002

Six sigma management has obtained good results in manufacturing and service industry as a new innovation approach to improve the enterprise-wise quality processes. However, there are lacks of implementation cases in the construction industry and furthermore, a results from a few cases applied is not successful enough to draw an attraction against the six sigma method. The main goal of this paper is to provide a comparative study regarding the pre-requisite conditions for the application of six sigma to the construction industry. Then, it present a generic procedure model that can support the introduction of six sigma management. Finally, the model is verified through the case study and lessons learned form a case are presented.

• The Journal of Information Systems
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• v.20 no.3
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• pp.1-24
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• 2011

Recently, six sigma has been widely adopted in a variety of industries as a disciplined, data-driven problem solving approach or methodology supported by a handful of powerful statistical tools in order to reduce variation through continuous process improvement. Also, data mining has been widely used to discover unknown knowledge from a large volume of data using various modeling techniques such as neural network, decision tree, regression analysis, etc. This paper proposes a six sigma methodology based on data mining for effectively and efficiently processing massive data in driving six sigma projects. The proposed methodology is applied in the hot stove system which is a major energy-consuming process in a "P" steel company for improvement of heat efficiency through reduction of energy consumption. The results show optimal operation conditions and reduction of the hot stove energy cost by 15%.

• Journal of the Korea Safety Management & Science
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• v.10 no.2
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• pp.105-111
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• 2008

Six sigma has been evolved into three generations. The first generation focused on eliminating or reducing defects as Motorola originally developed and applied. The second generation focused on reducing costs and improving process efficiency as GE extended the first generation. The next generation of six sigma such as D2MAIC(Discovery, Define, Measure, Analyze, Improve, Control) and ICRA(Innovate, Configure, Realize, Attenuate) has been discussed since the beginning of the 21st century. Although the third generation of six sigma emphasizes value creation, but there are few specific tools for its implementation. In this thesis, some tools for finding opportunities for value creation are suggested. It is explained and discussed with examples how the tools can be applied.

• Proceedings of the Safety Management and Science Conference
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• 2011.04a
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• pp.541-552
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• 2011

Many of Korea major companies have appled as strategy of management innovation Six Sigma, Lean and Theory of Constraints. Six Sigma has mainly focused to reduce variation. Lean has mainly focused to reduce wastes and Theory of Constraints has mainly focused that bottleneck of constrains production and sales. This bottleneck is caused by constraint resources and it should be the main role of manager to explore constraint resource. Although their mainly focus are different, they are used to improve productivity and quality. In this paper, as strategy of management innovation, study on analysis and comparison plan of Six Sigma, Lean and Theory of Constraints. From the literature survey and application cases, it is suggested and discussed that how to plan of application as strategy of management innovation successfully. The suggested plan of application could be a good guideline that it could be a apply of companies.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.31 no.1
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• pp.124-131
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• 2008

Goal of "Single PPM Quality Innovation Movement" is to achieve perfect quality through participation of all members in the production line to achieve zero defects. Six Sigma has been used by many leading corporations as a tool for Management Innovation. Recently, the number of small and medium sized companies implementing Six Sigma has increased. Therefore, this research introduces the case of "S" company which utilized Six Sigma and Single PPM together to effectively implement Single PPM Quality Innovation Movement. This paper describes issues identified during the Single PPM Quality Innovation Movement implementation and also suggests improvement plans.

• Journal of Korean Society for Quality Management
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• v.32 no.2
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• pp.154-167
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• 2004

The TOC/DBR and Six Sigma are the most attention-getting concepts for managing manufacturing companies in Korea. Using the ideas and methods of the TOC/DBR, companies can achieve a large reduction of work-in-process and finished-good inventories, significant improvement in scheduling performance, and substantial earnings increase. The Six Sigma approach derives the overall process of selecting the right projects based on their potential to improve performance metrics and selecting/training the right people to get the business results. These two concepts have different backgrounds and different viewpoints for production systems. So, if the two concepts collaborate each other, the synergy effects to innovate production systems can be expected. This paper proposes a new approach to implement the TOC/DBR concepts in production systems. This approach uses some concepts of Six Sigma which stresses educations, project approaches (step by step procedure using a Roadmap), and improvement philosophy.

• IE interfaces
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• v.18 no.2
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• pp.117-125
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• 2005

One of the primary means of achieving global competitiveness is to reduce the COPQ in our business units. Although the COPQ is not known precisely, it is known to be very high. Also, it may be underestimated by the hidden costs due to non-value added activities, such as potential lost sales, costs of redesign due to quality reasons, and extra manufacturing costs due to defects, etc. In any manufacturing or service operation, all actions and resource expenditures of a company should be focused on creating value for customers. Any activity or resource of not creating the value for customers could be regarded as waste, which consequently causes the COPQ. In this paper, a management system is developed for evaluating and reporting the COPQ in our business units, based on the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) roadmap.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.291-299
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• 2005

Even though, the recent management innovation techniques: The 'Six-Sigma' and the 'BSC (Balanced Score Card)' are introduced to many different companies and are used very effectively. Based on the company's substantial and unique characteristics, the quality and the strategies on management are showing the reliability limits in applications in the company. Therefore, the Integrated Management System is presenting a model for stable application of the activity in the Six-Sigma based on the theoretical notions of the BSC.