• 산업공학
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• 제16권spc호
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• pp.60-64
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• 2003

This study proposes a method of implementing Six Sigma linking Lean approach and/or TOC(Theory of Constraints). A case study carried out in a PCB production line is examined to compare Lean Six Sigma and TOC Six Sigma. Implementing guidelines are given to achieve the whole company's optimum.

• 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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• 제50권3호
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• pp.373-386
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• 2022

Purpose: This study proposes the application of Six Sigma management innovation method for more systematically enhanced execution of Quality by Design (QbD) activities. QbD requires a deeper understanding of the product and process at the design and development stage of the drug, and it is very important to ensure that no fault is fundamentally generated through thorough process control. Methods: Analyzing the background and specific procedures of quality improvement based on the drug design basis, and analyzing the key contents of each step, we have differentated and common points from the 6 Sigma methodology. We propose a new model of Six Sigma management innovation method suitable for pharmaceutical industry. Results: Regulatory agencies are demanding results from statistical analysis as a scientific basis in developing medicines to treat human life through quality improvement activities based on drug design. By utilizing the education system to improve the statistical analysis capacity in the Six Sigma activities and operating the 6 Sigma Belt system in conjunction, it helped systematically strengthen the execution power of quality improvement activities based on pharmaceutical design based on the members of the pharmaceutical industry. Conclusion: By using QbD Six Sigma, which combines quality enhancement based on pharmaceutical design basis and Six Sigma methodology suitable for pharmaceutical industry, it is possible to obtain satisfactory results both by pharmaceutical companies and regulators by using appropriate statistical analysis methods for preparing scientific evidence data required by regulatory.

• 품질경영학회지
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• 제31권1호
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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.

• Asia pacific journal of information systems
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• 제16권3호
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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.

• 품질경영학회지
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• 제31권3호
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• pp.172-184
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• 2003

Many companies in Korea are paying close attention to Six Sigma to get better business results. And there are numerous success stories on the use of statistical methods in solving problems, improving processes and cutting costs. However, there are many cases in which statistical methods are misused or inappropriately applied. In this paper, the pitfalls to avoid in using statistical methods are discussed. Also the role of statistics in Six Sigma is examined.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.157-163
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• 2006

There are big differences in six sigma applications between manufacturing processes and transactional processes. This paper analyzes the differences between two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma cases, a step-by-step checklist is developed based on 12-step DMAIC methodology proposed by US six sigma academy. On the basis of those characterized data, the differences between two areas are analyzed. The most significant differences is that statistical tools are widely used in manufacturing processes, but qualitative tools are used in transactional processes during improvement phase.

• 품질경영학회지
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• 제33권2호
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• pp.22-31
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• 2005

Currently the problem of how to effectively integrate between six sigma and quality control circle is a matter of concern in the korea's manufacturing companies. In this paper we try to find the reasonable organizational alternatives and problem solving procedure by related literature surveying and empirical study. And we ascertain whether it is significant by conducting a survey on 51 six sigma consultants and black belts.

• 품질경영학회지
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• 제27권1호
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• pp.223-231
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• 1999

The concept of six sigma was introduced at and popularized by Motorola in its quest to reduce defects of manufactured electronics products. When used as a metric, six sigma technically means having no more than 3.4 defects per million opportunities in any process, product, or service. More important than the technical definition is the concept of six sigma as a disciplined, quantitative approach for improvement of defined metrics in manufacturing, service, or financial processes. This approach derives the overall process of selecting the right projects based on their potential to improve performance metrics and selecting and training the right people to get the business results.

• 대한산업공학회지
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• 제32권4호
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• pp.279-290
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• 2006

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.