• 대한산업공학회지
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• 제32권4호
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• pp.314-322
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• 2006

Despite its brilliant success, Six Sigma has suffered from two shortcomings, namely, the lack of a systematic method to identify the right projects in the "Define" stage and to sustain the improvement in the "Control" stage. The integration of Six Sigma and Business Process Management(BPM) seems to be a promising way to overcome the shortcomings of Six Sigma. This paper first reviews the existing efforts on this issue, and then proposes a framework for an effective integration of Six Sigma and BPM. The framework consists of five phases - DEFINE, EXECUTE, MONITOR, ANALYZE, and IMPROVE(DEMAI). A detailed description on the procedural model is also presented.

• 품질경영학회지
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• 제45권1호
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• pp.1-10
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• 2017

Purpose: Most enterprises adopt six sigma acts to maximize the business performance with raising the executiveness for the project improvements in each parts. But there are little studies about six sigma actual operations in manufacturing whether the six sigma improvements that have injected a lot of budget, efforts, labours and time are run properly. Methods: This study select 31 interviewees who have MBB or BB from 5 large enterprises running six sigma over 10 years and 5 SMEs running six sigma over 5 years to understand and review the operational status of six sigma actions in manufacturing industry and to secure representativeness. This study identify the operational status of six sigma actions and key factors enhancing or impeding execution of six sigma projects through face-to-face interviews and online surveys by e-mail. Results: This study figured out the operational status of six sigma actions and key factors enhancing or impeding execution of six sigma projects. We used SPSS 16.0 for the reliability and the validity of survey data. Conclusion: There can be a lot of different factors that affect six sigma project improvements besides the key factors from this study. More study need to think of the organization characteristics and the basic conditions and to remedy the unreasonable points and defects rather than following foreign companies and enterprises.

• 품질경영학회지
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• 제45권4호
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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.

• 품질경영학회지
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• 제35권2호
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• pp.84-98
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• 2007

Six Sigma advocates rigorous application of quality management tool. Using Six Sigma program provides a mechanism for service organization to achieve organization's goal and customer satisfaction. A model on Six sigma in service organization was developed and applied for the service organization. Questionnaire was developed, and data was collected and analyzed for this study. Conclusively, 6 sigma leadership is the important drivers to process management and customer relationship management. Process management and customer relationship management are significantly related to the job performance and customer satisfaction.

• 품질경영학회지
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• 제34권4호
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• pp.22-32
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• 2006

In these days, most of Korean industries advocates and utilizes Six Sigma as an integrated innovation tool for all their business and manufacturing processes. Six Sigma is known to bring more financial and managerial achievements than other innovation methods and tools. However, such successes are not always guaranteed. To adopt and implement Six Sigma successfully, it is necessary to grasp and understand essential characteristics of Six Sigma and then identify suitable elements and complements in consideration of vision, strategies, capability, circumstance and environment of the company. Step by step implementation plan may be built based on those ingredients. This study is to find out key ingredients (KIs) of Six Sigma. Potential ingredients selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming prize and Korean National Quality Awards (KNQA) are classified into 11 categories based on experts' opinion and affinity analysis: management leadership, belt system, training, six sigma system, compensation, organization, corporate culture, customer focused, project selection, management of project results, and managerial achievements. Irrelevant or ineffective potential ingredients are discarded using factor analysis for the questionnaires answered by champions, MBB's and BB's of 90 Korean companies that have more than 3 years experience of Six Sigma. Also from the factor analysis, 3 factors are derived for each categories respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as KIs of Six Sigma. This study also reveals that there is difference according to enterprise size, type of business, and implementation time in terms of KI's, and prioritizes KI's that an enterprise to pursue Six Sigma successfully should consider according to its characteristics.

• International Journal of Quality Innovation
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• 제5권2호
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• pp.17-25
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• 2004

Despite the fact that much has been published about Six Sigma in the business and academic press and on the Internet in recent years, there is still confusion among many people, particularly those who work in the transactional and service environments, about the nature of Six Sigma. It is true that Six Sigma like other process improvement programs before was first applied to manufacturing processes; however, many corporations including General Electric and Sony have successfully applied Six Sigma to their transactional and service processes as well. Six Sigma is used by many companies not only to improve the quality of their products and services but also to achieve quantifiable financial results, improve management style and communication, and achieve customer and employee satisfaction. Whether in manufacturing or non-manufacturing environments, the application of Six Sigma differs from organization to organization. Although there are many common elements between these applications, however, special care must be taken when customizing Six Sigma to suit the organizations' needs. In this paper, the author provides some practical and useful guidelines for Six Sigma deployment. This paper is not about the use of numerous statistical tools and techniques that can be found in a typical Six Sigma toolbox. The main emphasis has been placed both on the concept and the implementation of Six Sigma, particularly within the non-manufacturing areas of business.

• International Journal of Quality Innovation
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• 제9권2호
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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.

• 품질경영학회지
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• 제37권3호
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• pp.10-17
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• 2009

This study developed a new model for evaluating effects about the success of six sigma activities. This model consists of four constructs such as success of six sigma, employee's success experience, customer satisfaction, and business performance. Structural Equation Modeling (SEM) is used to analyze causality among the four constructs. Hypothesis were tested through a field study conducted for one hundred and thirty-one project leaders, who were asked to evaluate their experiences of six sigma projects. The results indicate that six hypothesis are statistically significant. As a result, the success of six sigma doesn't influence the customer satisfaction directly, but it influences customer satisfaction indirectly through employee's success experience. We find out that control for employee's success experience is important as well as success of six sigma in business innovation. Otherwise business performance is influenced directly by success of six sigma, that is business performance isn't influenced directly by employee's success experience but influenced indirectly through customer satisfaction. This study found that the change management raising employee's success experience is important in Six Sigma.

• 경영과학
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• 제28권1호
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• pp.129-140
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• 2011

There is no doubt Six Sigma is an excellent concept to improve quality of product or service. However, limitations to Six Sigma's implementation process have been discovered that are related to Six Sigma's foundation in statistical methods. The limitations of Six Sigma are overcome by the advantages of a strategic CoP (Community of Practice). Therefore, this research tries to build a strategic CoP for implementing Six Sigma. The method for building a strategic CoP is suggested, and then a case study of a real company is presented.

• 품질경영학회지
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• 제31권2호
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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.