• 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.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.87-105
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• 2001

More than a decade after their development and first wave of deployment, Six Sigma and Lean Manufacturing have recently returned on the corporate agendas of a larger number of corporations across industries and supply chains. In the wake of their re-surge, this commentary addresses the evolution, context, content and deployment patterns of the two distinct management concepts. It also analyses claims in the business press that a merger is taking place between Six Sigma and Lean Manufacturing. Here, it is found that there is not enough evidence to broadly support such claims, and it is only concluded that there is some evidence of an early tend towards a merger and that a possible merger would have many synergies and advantages. Finally, an example from a Scandinavian manufacturing company is provided that explains how Six Sigma and Lean Manufacturing can be used in a beneficial way for companies to reach world-class performance.

• 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 Society for Quality Management Conference
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• 2006.04a
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• pp.242-248
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• 2006

HACCP(Hazard Analysis Critical Control Point)은 식품의 원료, 제조가공 및 유통 등 전 과정에서 안전 위해물질이 해당제품에 혼입되거나 오염되는 것을 사전에 예방 감시하기 위한 각 과정을 중점적으로 관리하는 기준으로 1995년 이후 식품위생법 규정에 신설되었다. 국내외에서 앞으로 많은 기업은 이러한 청결기준을 만족시키지 못할 경우 무한 경쟁에서 이기기 힘들다. 이를 해결하기 위한 다양한 방법 가운데 품질혁신 방법으로 많이 알려진 Six Sigma 방법론을 이용하여 프로젝트를 시행함으로써 HACCP을 획득 할 수 있는 방법에 대하여 연구하였다. 본 논문에서는 Six Sigma 로드맵과 HACCP의 프로세스를 결합하여 새로운 로드맵을 제시하였다.

• Journal of Korean Society for Quality Management
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• v.35 no.1
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• pp.113-123
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• 2007

This paper considers the development of e-learning training program for the six sigma green belt. Comparative studies of existing e-learning programs are performed and a new one is proposed. A catapult simulator is developed and the automatic grading function which immediately computes the result of the catapult simulation and gives feedback to the trainees is presented. An illustrative example is also given.

• International Journal of Quality Innovation
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• v.8 no.1
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• pp.1-14
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• 2007

The Six Sigma and Lean Production methodologies suggest that creating value for customers is the objective of a production process or an organisation. In the production context, "added value" dominates the discussion about the creation of value to customers. However, "added value" is often only defined conceptually or discussed at a strategic level, and the link between added value and customer value has not yet been well conceptualised. Therefore, the purpose of the paper is to develop a methodology to measure added value in order to complement the existing performance measures in Six Sigma and Lean Production by conceptualising the link between customer value and added value. The conceptual link "confirms" that quality, time, and costs are the elements of added value, which are transformed into a metric to express customer value. The implementation of the metric recommends the adoption of Lean (Six) Sigma and Lean Accounting (Activity Based Costing), which thus implies that "leanness" is an important "feature" of added value.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.459-464
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• 2004

The strategic aims of six sigma in the aspect of business is directly related with the result of the business by the creation of profit. So based on the reformatory strategy of management performed by each organization echelon, the improvement of management by objectives is proceeded actively. This thesis recognizes the need of educational Programme needful in performance of reformatory strategy of six sigma, and concludes the strategic values as the criteria. In audition this thesis presents the strategic tool fundamental to analyse the skills and methods practiced in the designing step of improving programme of results through the research.

• Journal of the Korean Professional Engineers Association
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• v.32 no.5
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• pp.85-88
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• 1999

6시그마($\sigma$)의 통계적의미는 에러나 불량률관리에서 3.4 ppm (Parts Per Milli- on)수준의 QC기법과는 근본적으로 추진목표와 그 철학적인 이론배경이 다르기 때문이다.