• 품질경영학회지
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• 제32권4호
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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.

• International Journal of Quality Innovation
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• 제9권2호
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• pp.39-56
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• 2008

Six Sigma has been one of main quality improvement approaches since Motorola first invented Six Sigma in 1987. Many scholars and consult experts have discussed the critical success factors of implementing Six Sigma management, but most of them are based on related theories or qualitative analyses. In the paper, we first review critical success factor of Six Sigma status quo based on literature. Then we design the questionnaire and survey China manufacturing enterprises that have introduced Six Sigma management. And finally, we analyze the critical success factors of China manufacturing industry implementing Six Sigma management by using structural equation model and find that leadership and Six Sigma strategy, focus on market and customer, evaluation and motivation, selecting, managing and implementing Six Sigma projects are four critical success factors of China manufacturing enterprises implementing Six Sigma management. At the same time, the paper also presents the relationships between the critical success factors. The results are of important role in China manufacturing industry locating resources, eliminating waste and improving Six Sigma performance.

• 품질경영학회지
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• 제34권2호
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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.

• 한국신뢰성학회지:신뢰성응용연구
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• 제11권1호
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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.

• 대한안전경영과학회지
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• 제8권4호
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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.

• 경영과학
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• 제24권1호
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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.

• 대한안전경영과학회지
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• 제10권3호
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• pp.183-191
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• 2008

Many companies desperately effort to find out more effective management method to survive in keen competition. Jack welch of past GE's CEO had said that an excellent result of today's GE management is thanks to Six sigma work. Many korean companies are introduced Six sigma method in their management since late 1993. Six sigma uses a set of strategies, statistics and methods to improve the processes we use to do everything from designing to manufacturing a product from marketing products and services to providing business information to our internal and external customers. The purpose of this study is to overcome these problems and to help make an important decision in establishing introduction strategy by abstracting the reasons and success factors and result indices which are important sources for introducing Six sigma management.

• 품질경영학회지
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• 제28권3호
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• pp.114-123
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• 2000

Six Sigma has been adopted as a major improvement initiative by some leading Korean companies. The paradigm of how statistics is to be applied in business and industry has been challenged by Six Sigma. In this paper, Six Sigma initiative and its importance are stressed. Also statistical thinking plays a major role in Six Sigma. Therefore, its relationship with Six Sigma is explained. Next, various strategies for achieving Six Sigma are reviewed. Finally the strategy that GE takes for achieving Six Sigma is examined.

• 한국정보과학회논문지:소프트웨어및응용
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• 제35권4호
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• pp.234-244
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• 2008

식스 시그마는 80년대 중반에 처음 등장한 이래 각종 제조업, 금융이나 공공기관 같은 서비스업 등의 다양한 산업 분야에서 활용되어 오면서 무수한 성공사례를 롱해 그 능력과 가치를 입증해 온 품질 혁신 활동이다. 최근에는 소프트웨어 개발 및 품질 보증에서도 식스 시그마를 활용하기 위한 연구가 활발히 이루어지고 있다. 그러나 식스 시그마의 활발한 도입 및 활용에도 불구하고 식스 시그마 프로젝트의 수행을 지원하는 소프트웨어 도구는 많지 않다. 이러한 이유로 정량적인 식스 시그마 프로젝트 관리에 대한 필요성이 제기되게 되었고, 식스 시그마 프로젝트의 전체 프로세스에 걸친 통합적인 식스 시그마 프로젝트에 대한 측정 및 분석, 측정 및 분석결과에 대한 저장 및 리포팅 기능을 지원하는 프레임워크나 도구가 필요하다. 본 논문에서는 이러한 기능들을 지원하는 정량적인 식스 시그마 프로젝트 관리 프레임워크를 제안하고, 이 프레임워크에 기반하여 개발이 진행 중인 식스 시그마 프로젝트 지원도구에 대해 소개한다. 이를 통해 식스 시그마 프로젝트를 수행하는 조직이나 사용자는 정량적인 프레임워크와 도구의 사용에 바탕을 둔 식스 시그마 프로젝트의 관리를 통해 식스 시그마 프로젝트의 정량화, 체계화, 통합화라는 이득을 얻을 수 있을 것이다.

• 대한안전경영과학회지
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• 제8권4호
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• pp.129-149
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• 2006

Six sigma, contrary to TQM, offers the concrete process for accomplishing the management innovation. Nowadays it has become as a standard means. Many companies claim to stand for durable management and would like to get customers' satisfaction and more profit with total six sigma activities. Under the present conditions we propose how to maximize efficiency with six sigma application on transportation management that is an issue among many companies.