• 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.

• 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 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.

• 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.

• 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.

• Management & Information Systems Review
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• v.4
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• pp.557-572
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• 2000

Nowadays, after beginning of 21 centuries, owing to simplify market, the world is in the era of an influx of new paradigm that requires infinite competition. The manufacturing industries of Korea are in need of casting off high cost and low efficiency structure. The forfeiture of competition is resulted from the lost of level in quality of product. Today, the achievement of competitive product quality is coming from the following factors, that is., quality control, quality of service, marketing, human resources, finance, etc., together with process management. While Six Sigma, a newly introduced method to achieve process qualify outcome by sector of enterprise, is now being enjoyed a high reputation as a key device for competition by superiority enterprises in the United States, it has not been introduced sufficiently in the domestic enterprises yet. In our research, we, first of all, organized systematically the materials being released up to now. Furthermore, we looked over case studies of the American enterprises that apply Six Sigma strategy very successfully. Finally, we discussed the situation of domestic enterprises which are about to importing Six Sigma strategy as well as main causation of success by adopting it. While the enterprises approach Six Sigma strategy not in the way of on time and short term but in the way of long term, consistent renovation and persistent innovation we can assure that they will produce the highest quality and globally competitive products which are second to none.