• International Journal of Quality Innovation
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• v.3 no.2
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• pp.159-173
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• 2002

Any organization's Six Sigma program may be at high risk without heeding the lessons learned from the past and that tries to operate without a robust business foundation. A foundation that preferably should consist of stepping-stones such as a 5-S house-keeping program, an effective Integrated Management System (IMS), which includes a strong focus on planning for quality to fully capture the Voice of the Customer (VOC), and an organization-wide training scheme, as well as a reliable Cost of Poor Quality (COPQ) system. That's the best advise I can give to any organization that wishes to embark on a Six Sigma improvement program and hope to be successful. The paper will elaborate on the above issues and provide suggested solutions based on the review of published historical information and the experiences encountered over the last four decades by the author, as a quality practitioner and consultant, in industries that produced safety-critical product. This author maintains that few fundamentally new or useful things have been created in the field of Quality during the last couple of decades. Nevertheless, this paper deliberates on a number of relatively “newer” issues including the concept of “three types of customers”, the CTC, “Critical To Customer” term, the eight Quality Management Principles of the new ISO 9000 family, the growth of industry-specific standards, the adoption of Integrated Management Systems, the rebirth of AS2561 COQ standard, the spread of Six Sigma as well as related ASQ certification and the need for a robust business foundation to ensure Six Sigma survival.

• Journal of Korean Society for Quality Management
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• v.45 no.2
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• pp.227-246
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• 2017

Purpose: This study proposes a Shiny-Sigma Methods that combines the advantages of Six Sigma method and Shainin method in order to solve field defect. Each technique has advantages and disadvantages. Methods: This study proposed Shiny-Sigma by combining Six Sigma has the logical advantage of the problem solving road map and Shiny has the merits of finding the root problem from the defective phenomenon. The Six Sigma method has the disadvantage that it is difficult to solve if the number of data is small, but the Shiny method has the advantage of finding the root cause with a small number of data. Results: As a result of applying Shiny-Sigma method to the field, it has advantages of solving the problem easily and quickly than the existing Six Sigma method. It does not require a lot of statistical knowledge, which helps field workers to use it. Based on these successes L Co. company has obtained the effect of improving the production quality by applying the Shiny-Sigma method. Conclusion: The Shiny-Sigma method proved to be suitable for the production site as a result of field application. It is suitable for field workers with low statistical knowledge and is suitable for field where data is difficult to obtain. This method is not a method to solve all the problems because there are problems that can be solved according to the field problems. We hope that this method will spread to many industrial sites and this method will have a great effect on the improvement of field production quality.

• Journal of Trauma and Injury
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• v.23 no.2
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• pp.119-127
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• 2010

Purpose: This study was conducted to shorten the time spent at each stage of treatment and to reduce the total amount of time patients spend in the emergency department (ED) by applying Six Sigma in the treatment of major trauma patients. Methods: This is a comparative study encompassing 60 patients presenting to the ED of Bundang CHA Hospital from January 2008 to December 2008 and from July 2009 to March 2010. The stages of treatment for major trauma patients were divided into six categories (T1: total emergency department staying time, T2: duration of visit-radiologic evaluation time, T3: duration of visit-consult to department of admission, T4: duration of consultation-issue of hospital admissions time, T5: duration of visit-issue of hospital admissions time, T6: duration of issue of hospital admission-emergency department discharge time) and the total time patients spent in the ED was compared and analyzed for periods; before and after the application of Six Sigma. Results: After the application of Six Sigma, the numerical values in four of the six categories were significantly reduced; T2, T3, T4, and T5. However, the average of the total time patients spent in the ED did not show any remarkable change because the T6 increased highly. The level of Six Sigma increased $0.17{\sigma}$. Conclusion: The application of Six Sigma for major trauma patients in the ED resulted in a significant improvement in the error rate for the total time patients spent in the ED. The Six Sigma activity has shown great potential. Therefore, the project is expected to bring better results in every stage of treatment if the levels of the hospital facilities are improved.

• Korean Journal of Construction Engineering and Management
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• v.6 no.4 s.26
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• pp.133-141
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• 2005

The object of this study is to present performance by applying six sigma quality management to a construction company. The research method involves to investigate and analyze data regarding six sigma projects in S construction company and a questionnaire survey from the personnel of the S construction company. The results of this study are as follows 1) S construction company utilized the six sigma quality management for 258 projects during the years of 2003 and 2004 and this bring the effect of cost reduction for quality. Moreover, before using the six sigma quality management, the average level of sigma in this company was around 2.8, after using this, the level increased to 3.6. Particularly, the construction management part, the level increased from 1.3 to 2.6.2) respondents recognize that quality management costs by applying six sigma is reduced. but there is only a little operational efficiency because it is In the early stage of applying six sigma quality management.

• Journal of Korean Society for Quality Management
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• v.31 no.1
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• pp.1-10
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• 2003

In 1999, Six Sigma was introduced into Korea and after that it had general influence on company-wide management system. Quality Circles apply the various quality problem solving techniques such as QC 7 Tool, New QC 7 Tool, and statistical methods to rationalization, improvement in the shop floor. This paper empirically investigates the effects of Six Sigma on Quality Circles by analyzing the difference of problem solving technique's use. The number of teams employed in this study is 342, which participate in National Quality Circles Contest from 1997 to 2002 in Korea.

• IE interfaces
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• v.13 no.2
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• pp.171-177
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• 2000

The Six-Sigma is now common word as a management innovation in every business. Many companies have practiced to the TPM in Korea. These companies have regarded the Six-Sigma as a new approach or redundant strategy for management. This paper suggests a model which contains how to unite TPM and Six-sigma to make a big synergy effect for the company which is on developing of TPM. This model based upon SAMSUNG CORNING as a process industry.

• International Journal of Automotive Technology
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• v.4 no.4
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• pp.193-201
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• 2003

The problem of brake judder is typically caused by defects of quality manufacturing. DFSS (Design for six sigma) is a design process for quality improvement. DFSS will result in more improved but less expensive quality products. This paper presents an implementation of DFSS for quality improvement of the brake judder of heavy-duty trucks. Carrying out 5 steps of DFSS, the major reasons for defects of quality are found. The numerical approximation of the brake system is derived by means of the response surface method. Its quality for brake judder is improved by using the sigma based robust design methodology. Results are compared between the conventional deterministic optimal design and the proposed sigma based robust design. The proposed one shows that manufacturing cost may increase as the quality level increase. The proposed one, however, is more economical in aspect of the overall cost since the probability of failure dramatically goes down.

• IE interfaces
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• v.16 no.spc
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• pp.1-6
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• 2003

This study deals with the problem of selecting 6 sigma projects. Traditionally, such selection was based on CTQ (critical to quality) or COPQ (cost of poor quality) derived within business units. Since the objective of 6 sigma is to achieve business goals in a short period, 6 sigma projects should be selected and carried out in coincidence with the whole company's strategies. This paper proposes two methods of selecting 6 sigma projects: one is to identify CTQ's by analyzing the company's BSC's (balanced score card) and then deploying them into subunits of the company and the other is to identify those projects with large hidden COPQ or cost of waste by applying value stream analysis and process model simulation to derive process cost models.

• Journal of Korean Society for Quality Management
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• v.31 no.1
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• pp.123-131
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• 2003

This paper considers a six sigma project for reducing the defects rate of the welding process in manufacturing firms. The project follows a disciplined process of five macro phases. define, measure, analyze, improve and control(DMAIC). The need of customers is used to identify critical to quality(CTQ) of project. And a process map is used to identify process input factors of CTQ. Four key process input factors are selected by using an input factor evaluation of teams; an interval of welding, an abrasion, an electric current and a moving freely. DOE is utilized for finding the optimal process conditions of the three key process input factors. Another one key input factor improved to welding machine. The six sigma level of defects rate becomes a 2.01 from a 1.61 at the beginning of the project.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.37-46
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• 2008

There are big differences in six sigma projects between manufacturing processes and transactional/service processes. This paper analyzed the differences between the two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma case studies, step-by-step questions and check criteria were developed based on 12 step DMAIC methodology. On the basis of those characterized data, the differences between two areas were analyzed. Significant differences were found in the number of CTQs, validation of measurement systems, methods to determine improvement objectives, the methods to elicit improvement plans and types of control systems. The most significant difference was that statistical tools were widely used in manufacturing processes, but qualitative tools were used in transactional/service processes during improvement phase.