• Journal of Korean Society for Quality Management
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• v.32 no.4
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• pp.140-155
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• 2004

Six Sigma Management has been introduced as a management strategy by leading companies and some small and medium-sized companies in Korea. But it is not easy for small and medium-sized companies to implement this new management system because of their business environment such as poor manpower or lack of time, etc. This paper proposes an effective implementation model of the Six Sigma Management for small and medium-sized companies using the management by process. First, We review the concept of Six Sigma Management and consider the problems of introducing the system for small and medium-sized companies. And then, Six Sigma Management model for small and medium-sized companies named SIX SIGMA-s is presented. Finally, we present a case study of applying SIX SIGMA-s for a medium- sized company.

• Journal of the Korea Safety Management & Science
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• v.8 no.4
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• pp.239-247
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• 2006

This paper is to propose new features and models for process innovation after classifying in three categories ; conventional six sigma, lean six sigma and 3rd generation six sigma. First considering two project types which are bottom-up and tod-down, DMAIC process is linked up with QC story 15 steps. Secondly, I present Koreanized lean six sigma model using Japanese production technology and principles. Lastly, this paper also depicts a new 3rd generation six sigma model utilizing MBNQA management quality system.

• Korean Management Science Review
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• v.24 no.1
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• pp.147-160
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• 2007

Six Sigma's concept has long been used as an effective way of restructuring the management process of a firm. In literature regarding Six Sigma, a number of successful cases were reported, where Six Sigma based management activities could enhance firm's strategic performance dramatically for year. However, there exist very few researches investigating the effect of Six Sigma on process innovation and quality improvement. Therefore this study propose a research model testing whether Six Sigma innovation could improve process innovation and quality improvement by industrial classification. We collected 332 valid questionnaires from expert in Six Sigma activities, and applied PLS. Empirical results showed that Six Sigma activities could contribute to process innovation and quality improvement.

• Asia pacific journal of information systems
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• v.16 no.3
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• pp.117-142
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• 2006

The purposes of this paper are to find out the characteristics of organizational members' cognitive structure for the effective acceptance of a six sigma innovative method in the organization. The author hypothesized the characteristics of individual cognitive structure is one of the most important factors on the acceptance of a six sigma method in the organizations for verifying through literature reviews, in-depth interviews and an analysis of questionnaire. This study is the first trial to corroborate the influence of characteristics of individual cognitive structure on the acceptance of a six sigma method. This can be utilized as an integrated appraisal model for the evaluation of acceptance of a six sigma method. The result not only helps the organizations that a six sigma method was recently introduced, to decrease the trial-and-errors experienced by the preceding groups, but can be used as fundamental data to establish an concrete strategy of a six sigma acceptance.

• International Journal of Quality Innovation
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• v.9 no.2
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• pp.119-127
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• 2008

In this paper, we survey Six Sigma in Korea company real fields. Six Sigma itself are developed depend on each company culture and strategy. Our country has been more than 10 years since introduced Six Sigma in our country. Each company which work six Sigma are developed differ way depending on his company situation. Our country Six Sigma in our country is necessary to survey and analysis. Firstly, we survey how to use Six Sigma. Next, we survey to find success factor and failure factor by reports published by company and papers by published in journals.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.194-204
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• 2003

It is very important to understand and interpret the meaning of the sigma level correctly through the Six Sigma project. Especially, the confusion over the relation between sigma level from the short-term point of view and defective proportion or DPMO from the long-term point of view may make a big gap between expected results of the Six Sigma project and real results in the field. The one-tail approximation is commonly used to calculate the sigma level both in most literatures introducing Six Sigma and actual cases of the Six Sigma project. Since the one-tail approximation undervalues the sigma level of the fields such as business and service of which the sigma level is generally low, however. there can be misleading results of the explanation of the sigma level and inappropriate project evaluation. This paper describes the relation between sigma level and defective proportion in detail and clears the difference between the one-tail and two-tail approximation.

• Journal of Korean Society for Quality Management
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• v.34 no.2
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• pp.68-76
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• 2006

It is generally thought that the quality management and the six-sigma management innovation are not applicable to service industry, which might be derived from some differences between service and manufacturing industries. However, both are substantially alike in some intrinsic attributes. KT is leading the quality management and the six-sigma innovation activities in service industry, especially among telecommunication companies in Korea. Six sigma management innovation has been fostered in KT within short period of time and played an important role in helping KT privatized successfully. The successful cases of six sigma innovation activities in KT could be introduced to other Korean companies in service industry. Five key factors for the success of six-sigma innovation activities are suggested, The hidden factory in all the fields of company should be eliminated. Six-sigma projects need to be connected with the company strategy. The project should be carried out intensively in a short time. The innovation activities in the field need to be integrated. The best practice of six-sigma should be disseminated in the field.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.677-696
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• 2017

Purpose: This study suggests that Six Sigma MBB should be used as a key talent to lead the fourth industrial revolution era by training them with big data processing capability. Methods: Through the analysis between articles on the fourth industrial revolution and Six Sigma related papers, common competencies of data scientists and Six Sigma MBBs were identified and the big data analysis capabilities needed for Six Sigma MBB were derived. Then, training was conducted to improve the big data analysis capabilities so that Six Sigma MBB is able to design algorithms required in the fourth industrial revolution era. Results: Six Sigma MBBs, equipped with the knowledge in field site improvement and basic statistics, were provided with 40 hours of big data analysis training and then were made to design a big data algorithm. Positive results were obtained after applying a AI algorithm which could forecast process defects in a field site. Conclusion: Six Sigma MBB equipped with big data capability will make the best talent for the fourth industrial revolution era. A Six Sigma MBB has an excellent capability for improving field sites. Utilizing the competencies of MBB can be a key to success in the fourth industrial revolution. We hope that the results of this study will be shared with many companies and many more improved case studies will arise in the future as a result of this study.

• International Journal of Quality Innovation
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• v.6 no.1
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• pp.1-7
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• 2005

Six sigma is much less of a technical program than it is a leadership and cultural change program. Nevertheless, most of literatures on six sigma have mainly focused on technical and tactical aspects. This paper introduces a self-assessment for six sigma initiative in a major Korean software company. The self-assessment gives a valuable clue to how to manage leadership and cultural aspects of six sigma initiative.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.220-229
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• 2003

The methodology of Six Sigma originated at Motorola in the early 1980s is nowadays proved to be an effective way in Improving the quality. Many companies find adding Six Sigma to their current business system gives them all or almost all the elements of total quality management(TQM). However most companies where Six Sigma is implemented confront many difficulties in non-manufacturing parts such as transactional and administrative processes. In this paper we discuss distinct aspects of such non-manufacturing process, and investigate activating scheme of Six Sigma in those parts of industry.