• 품질경영학회지
• /
• 제27권3호
• /
• pp.202-208
• /
• 1999

A new campaign, known as "Six Sigma", to increase market share, decrease costs, and grow profit margins has been adopted by a selected group of leaders in American industry. Although the initial emphasis of Six Sigma was for quality improvement in manufacturing, it is rapidly being applied in key areas beyond manufacturing, and beyond what would traditionally be considered quality. There are a lot of Six Sigma success stories in companies such as Motorola, AlliedSignal, Asea Brown Boveri, and GE. The financial results of Six Sigma in those companies are investigated and their success factors are discussed. The applications of Six Sigma in Korean companies such as Samsung Display Device, Hanjung, and LG Electronics are also introduced.

• 한국경영과학회:학술대회논문집
• /
• 대한산업공학회/한국경영과학회 2006년도 춘계공동학술대회 논문집
• /
• pp.1255-1263
• /
• 2006

산업사회와 소비자는 갈수록 소량 다품종과 빠른 Delivery를 요구하고 있다. 생산라인은 급격히 자동화되어 가면서 기존의 단순한 Cost 구조에서 복잡한 Cost 구조로 심화될 뿐만 아니라 제조간접비용의 중요성도 점차 이슈화 되어 가고 있으며 시장에서의 경쟁은 갈수록 치열해 짐에 따라 판매비, 광고비 등의 부담도 점차 증가되고 있다고 하겠다. 이러한 시점에 세계 유수한 기업들은 Six Sigma 품질 혁신 활동을 통해 그들에 절대적인 부담이 되고 있는 비용의 절감뿐 아니라 품질 향상을 통한 고객 만족을 이끌어 내고 있다. 본 연구는 Six Sigma 품질 혁신 활동과 제약경영이론(Theory of Constraint)의 조합을 통한 시너지 효과로 생산 라인의 생산성 향상을 성공적으로 이끌어 낸 사례를 제시하고 있다. 즉, 본 연구의 목적은 Six Sigma 경영 혁신활동과 TOC 이론의 조합을 통해 생산 라인의 생산성 향상을 극대화 하고자 하는데 있다고 하겠다. 이를 위해 개선 활동의 프로세스 진행은 Six Sigma 활동의 DMAIC 프로세스를 따랐으며 세부 단계에서의 개선 아이디어를 발굴하기 위하여 Thinking Process를 적용하였다.

• 대한안전경영과학회:학술대회논문집
• /
• 대한안전경영과학회 2007년도 추계학술대회
• /
• pp.9-19
• /
• 2007

This study deals with the improvement of production process on a flow production system with the consideration of six sigma. We analyze the production process and survey the important factors of improvement of productivity. Using a six sigma, we find strategic point and suggest a reformation of production process. We applied a simulation technique to simulate the production line proposed by the result of the Six sigma. With the result of the simulation, this study analyzes the propriety of production line and proposes the alternatives of new production process.

• 대한안전경영과학회지
• /
• 제9권6호
• /
• pp.163-169
• /
• 2007

This study deals with the improvement of production process on a flow production system with the consideration of six sigma. We analyze the production process and survey the important factors of improvement of productivity. Using a six sigma, we find strategic point and suggest a reformation of production process. We applied a simulation technique to simulate the production line proposed by the result of the Six sigma. With the result of the simulation, this study analyzes the propriety of production line and proposes the alternatives of new production process.

• 품질경영학회지
• /
• 제42권3호
• /
• pp.361-372
• /
• 2014

Purpose: In this paper, we investigate whether the endeavors for 6 sigma quality management by a firm have positive effects on its financial performance and the length of 6 sigma implemented period affects its financial status. Methods: We conduct the analysis using the data from Workplace Panel Survey 2009. We use multiple linear regression in order to analyze the relationship between the efforts for quality management and financial performance. Specifically, the return on assets (ROA) and return on equity (ROE) are investigated as dependent variables and the efforts for quality management as independent variable. The Box-Cox transformation and Cook's distance are also used. Results: As a result of the analysis, the indication is that companies that put effect into the six sigma quality management have a positive result in its financial status. In detail, the efforts for six sigma quality management have positive effects on total asset turnover ratio and six sigma implemented period on net income to net sales ratio. Additionally, companies with longer(shorter) period of six sigma program have more (less) improvement in its financial status. Conclusion: It can be concluded that the company's efforts for quality management positively influence financial performance.

• International Journal of Quality Innovation
• /
• 제3권2호
• /
• pp.159-173
• /
• 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.

• 한국품질경영학회:학술대회논문집
• /
• 한국품질경영학회 1998년도 The 12th Asia Quality Management Symposium* Total Quality Management for Restoring Competitiveness
• /
• pp.143-155
• /
• 1998

Many leading companies know that the best quality dominates the world economy in the next 21 century and Six Sigma Program of Motorola Corporation could be considered as a typical model for it. Six Sigma Program is based on the quantitative analysis and the professional qualify manager's training. In fact, this program is a strategy to accomplish the total quality innovation by applying the standardized quality control techniques to the manufacturing or non-manufacturing operation parts. Since many companies recognized their successes and vision, leading domestic companies are very much interested in establishing and driving this program. However, they must understand the meaning of the program correctly and prepare the practicing strategy sufficiently, since there are many differences in ways to drive between other quality program such as TQM and Six Sigma Program. Otherwise, it should lead a big disappointment and another vapour of management paradigm. This study considers the concepts and features of Six Sigma Program of Motorola Corporation and suggest the effective practicing strategy, pointing out the possible problems.

• 품질경영학회지
• /
• 제36권3호
• /
• pp.45-54
• /
• 2008

For successful accomplishment of six sigma innovation, one of the most important factor is performance evaluation and proper compensation. Six sigma project teams are well motivated to perform the projects only when their activities are properly evaluated and reasonable compensations are secured. In this paper, a systematic evaluation system of financial effect of six sigma projects is presented for order-based aerospace industry.

• 품질경영학회지
• /
• 제33권1호
• /
• pp.32-41
• /
• 2005

This paper presents a six sigma application case study for an automobile steering wheel manufacturing process using rolled throughput yield improvement activity. Hidden factory and first pass yield concept is introduced and a DMAIC procedure is implemented to maximize the first pass yield. The result of the six sigma project amounts to the reduction of failure cost of 1.2 billion won per year in the steering wheel manufacturing process. This paper can benefit six sigma practitioners in some ways.

• 대한안전경영과학회지
• /
• 제14권1호
• /
• pp.179-187
• /
• 2012

This paper presents a six sigma application case study for an automobile PCSV manufacturing process using rolled throughput yield improvement activity. Hidden factor and first yield concept is introduced and DMAIC procedure is implemented to maximize the first pass yield. The result of the six sigma project amounts to the reduction of failure cost of 0.1 billion won per year in the PCSV manufacturing process. This paper can benefit six sigma practitioners in some ways.