• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.5
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• pp.63-71
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• 2015

Lean six sigma has to be utilized considering irrational system or defects based on features of organization beforehand. Otherwise, it won't improve anything but burden another heavy responsibilities to the people in charge. Therefore, a survey was conducted in addition to a literature review and a case study about lean six sigma to verify effective deployment method for lean 6sigma tools. The survey was conducted across for 96 interviewees who have MBB or BB was selected from 15 companies which have been running six sigma projects over 10 years and SPSS 16.0 was used for verifying reliability and validity of the research. In conclusion, some issues occurred in the process of six sigma projects were identified and effective deployment method of lean six sigma tools by integrating lean manufacturing into 6sigma were suggested based on those issues.

• International Journal of Quality Innovation
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• v.4 no.1
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• pp.40-45
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• 2003

A new term Data Technology (DT) is defined, and its roles in modern technology are explained. Next, knowledge-based Six Sigma (KBSS) is proposed, and how the methodologies how it can be implemented in industry are suggested. Also the relationship between DT and KBSS Is commented.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.143-155
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• 1998

Many leading companies know that the best quality dominates the world economy in the next 21 century and Six Sigma Program of Motorola Corporation could be considered as a typical model for it. Six Sigma Program is based on the quantitative analysis and the professional qualify manager's training. In fact, this program is a strategy to accomplish the total quality innovation by applying the standardized quality control techniques to the manufacturing or non-manufacturing operation parts. Since many companies recognized their successes and vision, leading domestic companies are very much interested in establishing and driving this program. However, they must understand the meaning of the program correctly and prepare the practicing strategy sufficiently, since there are many differences in ways to drive between other quality program such as TQM and Six Sigma Program. Otherwise, it should lead a big disappointment and another vapour of management paradigm. This study considers the concepts and features of Six Sigma Program of Motorola Corporation and suggest the effective practicing strategy, pointing out the possible problems.

• 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.

• 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 Korean Society for Quality Management
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• v.36 no.3
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• pp.45-54
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• 2008

For successful accomplishment of six sigma innovation, one of the most important factor is performance evaluation and proper compensation. Six sigma project teams are well motivated to perform the projects only when their activities are properly evaluated and reasonable compensations are secured. In this paper, a systematic evaluation system of financial effect of six sigma projects is presented for order-based aerospace industry.

• 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.

• IE interfaces
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• v.15 no.4
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• pp.409-425
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• 2002

This case study provides a market analysis methodology for overseas markets by applying statistical tools and the Six Sigma approach. The study suggests a procedure with seven steps to improve brands position in the market. These steps consist of interviewing consumers and floor salesmen of stores, surveying, analysis of correlation between brand position and customers satisfaction, analysis of relationship with companies and customer satisfaction factors, analysis of the customer satisfaction gap between companies, evaluating the importance of customer satisfaction factors, and suggestion for enhancement of brand position. The Six Sigma approach such as "Define", "Measure" and "Analyze" is used in this procedure, which is part of Six Sigma procedure, D-M-A-I-C (Define, Measure, Analyze, Improve, Control). Minitab and SAS are used for the statistical analysis.

• 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.