• Journal of Korean Society for Quality Management
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• v.42 no.3
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• pp.509-522
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• 2014

Purpose: The purpose of this paper is to identify Six Sigma success factors and analyse the effects of Six Sigma success factors and innovation capability on innovation performance. Methods: The study build a research framework which include the variables of Six Sigma success factors, innovation capability, and innovation performance. A sample of 127 survey questionnaires is taken to test the proposal theoretical model through structural equations modeling using AMOS 20.0. Results: This study proves that there are the positive relationship between Six Sigma success factors, innovation capability, and innovation performance. It also confirms that there are the partial mediating effects of innovation capability between Six Sigma success factors and innovation performance. Conclusion: There are various factors affecting innovation performance of firms. This study provide the mechanism transformed from Sig Sigma to innovation performance.

• Journal of Applied Reliability
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• v.11 no.1
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• pp.59-81
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• 2011

Six Sigma has been disseminated into a variety of areas. It is believed that a stepwise understanding of Six Sigma's DMAIC is required for successes of unit projects. Meanwhile, infra-structure factors, such as leadership, organization, personnel management, educational system, etc., are also important to safely implant the Six Sigma into the whole enterprise and to thoroughly create the culture of innovation and enterprise. Careful analysis of those elements makes it possible to draw common connection between Project Management and the Six Sigma. This study drives the success elements for the successful adoption of the Six Sigma in the Korea Western Power Co., Ltd., of which management was evaluated as one of the tops based on the results of 2007 Management Innovation Assessment and arranges the similarity of like this factor and Enterprise Project Management. The results of this study are expected to provide a useful guideline for the adoption of the Six Sigma in whole company level.

• 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 Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.253-267
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• 2006

Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes for the past 10 years. However, numerous difficulties arise during the six sigma application to the various industries. In this study, the current situation of the six sigma applied to Korean companies is showed, and the issues of six sigma application in Korean companies are found. At the end, the several counter plans to overcome them. are proposed.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.291-297
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• 2006

Since the six sigma strategy was first introduced to Korean enterprises in 1997, it has been taken as an important business strategy to strengthen the competitiveness of major Korean companies under the global competitive environment. These major companies also demand their suppliers to implement six sigma. But small and medium sized companies have several barriers to overcome for successful implementation of six sigma. First, the financial status is not so sound to support initial expenses for launching six sigma. Second, physical and human resources are not sufficient for driving six sigma. And finally, the infrastructure is not well established to manage and support the six sigma program. In this paper, we suggest a method to overcome these barriers and propose a model for establishing six sigma in a small and medium sized company. We also provide some practical case studies.

• Journal of Applied Reliability
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• v.16 no.2
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• pp.78-89
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• 2016

Purpose: In this paper, we investigate whether the endeavors for Six Sigma quality management by a firm have positive effects on its financial performance and the length of Six Sigma implemented period affects its financial status. We find a relationship between Six Sigma implemented period and several financial performance index using a smoothing spline function. Methods: A smoothing spline function is used in order to analyze the relationship between efforts for quality management and financial performance. Specifically, the return on assets, return on equity, sales cost and business fee are investigated as dependent variables and the efforts for quality management as independent variable. Results: As a result of the analysis, the indication is that companies that put effects into the Six Sigma quality management have a positive result in its financial status. In detail, the efforts for Six Sigma quality management have positive effects on total asset turnover ratio and Six Sigma implemented period on net income to net sales ratio. Additionally, companies with longer (shorter) period of Six Sigma program have more (less) improvement in its financial status. Conclusion: It can be concluded that the company's efforts for quality management positively influence financial performance.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.309-320
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• 2015

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought), job satisfaction, and quality performance. In particular, mediating effect of job satisfaction on the relationship between success factors of six sigma and quality performance is empirically analysed to find causes and impacts among these variables. A survey was conducted on the employees working in 'H' company which is applying six sigma at Ulsan City. The survey questionnaires were sent to 300 people and 216 of them were returned. Data obtained was analyzed with SPSS 18.0. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and job satisfaction. Second, there was also a positive relationship between job satisfaction and quality performance. Third, there were also positive relationships between critical success factors of six sigma(except support of top management) and quality performance. Finally, job satisfaction were full mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward) and quality performance. Critical success factors of six sigma(customer and quality focused thought) had a partial mediating effect on quality performance. On the other hand, support of top management had no mediating effect on quality performance.

• Proceedings of the Korea Information Processing Society Conference
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• 2005.11a
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• pp.1019-1022
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• 2005

본 연구는 기업이 경영혁신 방침으로 Six Sigma 추진시 정보보호영역에서의 과제선정에 대한 기준을 제시한다. 기업은 윤리경영을 기초로 사업과 서비스를 통한 수익창출을 목적으로 한다. 기업은 안정적인 사업, 서비스의 정보환경을 확보,유지하기 위해 지속적인 보안활동을 통하여 Risk 를 줄이는 작업을 해오고 있다. 기업의 정보보호 활동과 패턴은 초기의 정보보호 기본기능을 도입, 구축하는 단계에서 탈피하여, 점진적으로 종합적인 관리체계로 수렴되고 있으며 산출되는 관련 정보와 Data 의 정규화를 기초로 정량적으로 관리가 이루어 지는 시점에 와 있다. 그러나, 정보보호 침해사고 예방 및 대응활동, 예측 불허한 상황에서 발생되는 보안사고, 책임문제의 발생, 정성적으로 관리되는 상황 등은 정보보호 영역의 Six Sigma 추진시 과제선정의 어려움으로 작용한다. 정보보호 영역에서 Six Sigma 과제 선정은 일반적인 Six Sigma 과제 선정과는 다르게 정보보호 특성을 고려하여 선정하여 추진하는 것이 바람직하다. 정보보호 활동에 대한 기업의 투자효과도 비재무적 성과외에 경제적 가치요소를 기초로 재무적 성과를 산출하고, 관리하여야 한다. 국내 기업들이 Six Sigma 를 경영혁신 기법으로 확대 적용하고 있는 상황에서 정보보호 영역의 Six Sigma 과제선정에 대한 제안을 통하여 정량적 목표수준 관리에 의한 성공적인 Six Sigma 성과를 달성할 수 있도록 함에 있다.

• Journal of the Korea Safety Management & Science
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• v.7 no.5
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• pp.185-212
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• 2005

The ultimate objectives of the six sigma activities are to raise quality of products to the level where customers can be satisfied and to improve marketing efficiency through cost reduction. Recently, many businesses have been struggling to find out the most successful way to implement the six sigma to produce better results. This study is significant in a way that it provides readers with an actual evidence of efficiency and effectiveness of six sigma activities in marketing performance for the first time. The major data of this study can be divided into two categories ; First, secondary data research method was utilized to find out the effects of six sigma management on the quality and marketing performances, theoretically and empirically. Second, test of established hypotheses relevant to the effects of six sigma management on the quality and marketing performance based on the propositions drawn from existing literatures, and test hypotheses statistically. This study of six sigma looked into benefits in manufacturing industry in terms of improving quality, cutting cost and decreasing defection product-defect rate. In addition, the study has verified that how the quality performances can affect the marketing performances, such as enhancing corporate image, sales increase and customer satisfaction. The author believes that this study will help many businesses acquire best methods to increase sales and profits. And, business manager will be able to understand where to focus as they proceed with the six sigma project and improve corporate competitiveness.

• Korean Journal of Clinical Laboratory Science
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• v.36 no.2
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• pp.121-126
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• 2004

The primary goal of six sigma is to improve patient satisfaction, and thereby profitability, by reducing and eliminating defects. Defects may be related to any aspect of customer satisfaction: high product quality, schedule adherence, cost minimization, process capability indices, defects per unit, and yield. Many six sigma metrics can be mathematically related to the others. Literally, six means six standard deviations from the mean or median value. As applied to quality metrics, the term indicates that failures are at least six standard deviations from the mean or norm. This would mean about 3.4 failures per million opportunities for failure. The objective of six sigma quality is to reduce process output variation so that on a long term basis, which is the customer's aggregate experience with our process over time, this will result in no more than 3.4 defect Parts Per Million(PPM) opportunities (or 3.4 Defects Per Million Opportunities. For a process with only one specification limit (upper or lower), this results in six process standard deviations between the mean of the process and the customer's specification limit (hence, 6 Sigma). The results of applicative six sigma experiment studied on 18 items TP, ALB, T.B, ALP, AST, ALT, CL, CK, LD, K, Na, CRE, BUN, T.C, GLU, AML, CA tests in clinical chemistry were follows. Assessment of process performance fits within six sigma tolerance limits were TP, ALB, T.B, ALP, AST, ALT, CL, CK, LD, K, Na, CRE, BUN, T.C, GLU, AML, CA with 72.2%, items that fit within five sigma limits were total bilirubin, chloride and sodium were 3 sigma. We were sure that the goal of six sigma would reduce test variation in the process.