• 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 the Korea Safety Management & Science
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• v.9 no.3
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• pp.95-102
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• 2007

Nowadays, globally high-grade companies have done their best for increasing their competitive power through a many kinds of method in incisive competition for making certain of a pacesetting position. Among the rest, Six Sigma have been the best methodology of improving process and have proven to be effective by the result of improving process in many of manufacturing business, however, it has not obtained excellent results in the transaction business. In transaction business, a $30\sim50%$ costs in total costs is generated by slow-speed working and reworking. The slow processes decrease the quality and increase the cost, which decreases customer satisfaction, and finally the income is decreased. All of them are so called wastes in processes. For this, adopting of lean six sigma methodology in process management can eliminate the wastes and reduce the variation. This study focuses on distribution with the domains like capacity, layout, amount of location, assignment of product, operation procedure and operation rule in order to improve these domains, we make a further application of eight analysis ways based on DMAIC method for improving operation of processes of distribution center as the third profit source. The goal of this study is to trace an approach that can easily adopt of Lean Six Sigma in operational management of distribution center by a kind of data, analysis method and template.

• The Journal of Industrial Distribution & Business
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• v.7 no.1
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• pp.11-14
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• 2016

Purpose - The study aims to show the successful application of Six Sigma in software companies for process improvement. Research design, data and methodology - A mixed methodology has been used which include both qualitative and quantitative research. In the qualitative research methodology part, a detailed and comprehensive literature study have been carried out. The literature study consists of articles, books, web materials, discussion forms and others. In the quantitative research methodology part, interviews have been conducted. Results - Six sigma is the practical application of a theoretical statistical measurement that equates to 3.4 defects per million opportunities -a position of practically zero defects for any process or service. Initially originating in Motorola Inc. in 1985 as a response to drastic quality improvement pressures from the threat of Japanese competition, it quickly gained many followers particularly G.E., Allied Signal, Ford Motor Company etc. and more recently attentions have shifted to service environments. There are still some problems and misconceptions existed about the applicability of Six Sigma in software companies. Conclusions - The paper concludes that Six Sigma can bring large benefits for software companies too. Furthermore, software companies have already started to implement Six Sigma approach, like Ericsson, Tata Consultancy Service, etc.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.29 no.1
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• pp.56-62
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• 2006

This paper is concerned with a six sigma application to non-manufacturing process. Based on the comparison to manufacturing process, non-manufacturing process has some specific characteristics. The main focus of this study is to introduce an empirical case study on the implementation of DMAIC procedures for non-manufacturing process. We use a simple and practical road map which consists of 13 steps. Some fundamental rules for DMAIC implementation in six sigma projects are also introduced.

• Journal of Korean Society for Quality Management
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• v.34 no.1
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• pp.1-12
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• 2006

This paper presents a six sigma project for improving gate painting quality in a medium-sized automotive part company. The project follows a disciplined process of five macro phases: Define, Measure, Analyze, Improve, and Control. A CTQ(critical to quality) is determined based on COPQ(cost of poor quality) analysis, and a process map is utilized for identifying process input variables. Three KPIV s(key process input variable) are selected; Painting Temperature, Painting Quantity, and Painting Viscosity, and DOE(design of experiments) is utilized for finding the optimal process conditions for three KPIVs. MINITAB software is used for data analyses and DOE. The sigma level of defects rate has improved from 2.93 to 3.66.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.677-696
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• 2017

Purpose: This study suggests that Six Sigma MBB should be used as a key talent to lead the fourth industrial revolution era by training them with big data processing capability. Methods: Through the analysis between articles on the fourth industrial revolution and Six Sigma related papers, common competencies of data scientists and Six Sigma MBBs were identified and the big data analysis capabilities needed for Six Sigma MBB were derived. Then, training was conducted to improve the big data analysis capabilities so that Six Sigma MBB is able to design algorithms required in the fourth industrial revolution era. Results: Six Sigma MBBs, equipped with the knowledge in field site improvement and basic statistics, were provided with 40 hours of big data analysis training and then were made to design a big data algorithm. Positive results were obtained after applying a AI algorithm which could forecast process defects in a field site. Conclusion: Six Sigma MBB equipped with big data capability will make the best talent for the fourth industrial revolution era. A Six Sigma MBB has an excellent capability for improving field sites. Utilizing the competencies of MBB can be a key to success in the fourth industrial revolution. We hope that the results of this study will be shared with many companies and many more improved case studies will arise in the future as a result of this study.

• Korean Management Science Review
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• v.28 no.1
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• pp.129-140
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• 2011

There is no doubt Six Sigma is an excellent concept to improve quality of product or service. However, limitations to Six Sigma's implementation process have been discovered that are related to Six Sigma's foundation in statistical methods. The limitations of Six Sigma are overcome by the advantages of a strategic CoP (Community of Practice). Therefore, this research tries to build a strategic CoP for implementing Six Sigma. The method for building a strategic CoP is suggested, and then a case study of a real company is presented.

• 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.

• 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.

• Journal of the Korea Safety Management & Science
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• v.14 no.1
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• pp.179-187
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• 2012

This paper presents a six sigma application case study for an automobile PCSV manufacturing process using rolled throughput yield improvement activity. Hidden factor and first yield concept is introduced and DMAIC procedure is implemented to maximize the first pass yield. The result of the six sigma project amounts to the reduction of failure cost of 0.1 billion won per year in the PCSV manufacturing process. This paper can benefit six sigma practitioners in some ways.