• International Journal of Quality Innovation
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• 제5권2호
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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.

• 벤처창업연구
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• 제10권5호
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• pp.63-71
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• 2015

린 6시그마 또한 6시그마처럼 도입하고자 하는 조직의 특성에 맞게 불합리한 사항과 미비사항을 사전의 파악하여 보완하지 않고, 조직의 특성과 기본 여건을 고려하지 않은 상태에서 추진되어진다면 아마도 추진 사무국 및 전담자의 과중한 업무가 하나 더 늘어나는 결과를 초래할 수 있으므로 린 6시그마 문헌연구와 적용구축 사례 분석과 현재까지 지속적으로 6시그마 활동을 10년 이상 추진 중인 15개 업체에 소속된 벨트(MBB, BB) 96명으로부터 접수된 설문지 내용을 조사하여 얻어진 자료를 통계분석 프로그램인 SPSS 16.0을 사용하여 설문자료의 신뢰성과 타당성을 분석하였고, 6시그마 추진 시행성과, 6시그마 프로젝트 개선안 실행력 제고방안, 6시그마 추진 시 발생하는 당면한 문제점과 개선 및 보완사항을 파악하여 기존 6시그마에 린 생산방식을 합리적으로 통합시켜 린 6시그마 도입 시 경영혁신을 위한 린 6시그마 활동의 효과적인 전개 방법을 제안하였다.

• International Journal of Quality Innovation
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• 제4권1호
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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.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 1998년도 The 12th Asia Quality Management Symposium* Total Quality Management for Restoring Competitiveness
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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.

• 대한안전경영과학회지
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• 제10권2호
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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.

• 품질경영학회지
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• 제32권2호
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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.

• 품질경영학회지
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• 제36권3호
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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.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2005년도 추계학술대회
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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.

• 산업공학
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• 제15권4호
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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.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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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.