• Journal of Korean Society for Quality Management
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• v.43 no.4
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• pp.559-572
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• 2015

Purpose: Many firms have implemented Six Sigma in order to improve employee's creativity and performance. However, few researchers have studied the effect of Six Sigma on performance through creativity process. This study aims to investigate the impact of Six Sigma, exploitation, and exploration on performance. Methods: Based on literature review, this paper develops hypotheses and tests them by employing a structural equations model. Using survey data of 209 Six Sigma experts who have conducted Six Sigma projects from different companies, this study empirically shows that the activities for Six Sigma enhance exploitation, exploration, and performance. Results: Six Sigma affects exploration and exploitation, each of which in turn enhances performance. It is noted that Six Sigma has an indirect influence on performance through exploitation and exploration. Conclusion: Apart from Parast(2011) who insists that Six Sigma is effective in improving exploitation rather than exploration, this study suggest that Six Sigma can affect both in order to enhance corporate performance.

• Journal of KIISE:Software and Applications
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• v.35 no.4
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• pp.234-244
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• 2008

Since the advent of Six Sigma in 1980's, Six Sigma is widely used in various industry areas, such as manufacturing, financial, government, and service, and proves its innovation ability and value by providing lots of success stories. Several researches have been conducted to adopt Six Sigma for Software Development and Software Quality Assurance-Software Six Sigma. Although the wide use of Six Sigma, there is no software tool to support the execution of Six Sigma Project. For this reason, the Quantitative Six Sigma Project Management is required to support for measuring and analyzing Six Sigma Projects, storing and reporting the results from Six Sigma Projects, and managing Six Sigma Projects through the whole process of, DMAIC or DMADV. In this paper, we introduce the design and implementation of a Quantitative Six Sigma Project Management Framework and Tool. The execution of Six Sigma Project based on Six Sigma Project Management Tool benefits the quantification, the systematization, and the integration.

• Journal of Korean Society for Quality Management
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• v.28 no.3
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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.

• Journal of Applied Reliability
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• v.1 no.1
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• pp.65-78
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• 2001

Recently, Six Sigma to increase market share , decrease costs, and grow profit margin has been adopted by some leading companies in the world. Six Sigma is expected as the optimal movement to raise the quality level remarkably and to make enterprise culture and organization based on customer and market orientation. In this paper, we study on the idea of Six Sigma, the Internal and external success case, the reliability tools using in the Six Sigma, and the difference between the existing quality movement and Six Sigma. Also, we discuss the role of reliability In Six Sigma..

• Journal of Korean Society for Quality Management
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• v.45 no.1
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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.

• Proceedings of the Safety Management and Science Conference
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• 2012.11a
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• pp.453-460
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• 2012

To maximize the operational efficiency of production and operations systems, Six Sigma and Lean Production System have been widely used. The main focus of Six Sigma is reducing variations, whereas that of Lean Production System is eliminating losses. To take advantage of the two approaches Six Sigma and Lean Production System was integrated into Lean Six Sigma, and the integrated approach has been used in recent years. In the implementation of Lean Six Sigma, the problems under consideration have often physical or technical contradictions which are difficult to be solved by conventional methods. To solve such contradictions TRIZ is useful in many cases. In this thesis, it is considered that how TRIZ can be applied to Lean Six Sigma. An integrated road-map of Lean Six Sigma and TRIZ is suggested and some cases are reviewed.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.268-278
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• 2006

Ten years have passed since Samsung SDI and LG Electronics introduced six sigma. Six sigma spreads on the wide industry areas such as service and public sectors as well as manufacturing industry. Six sigma speaks for Korean enterprise's management innovation now. Then, can we evaluate that Korean enterprise's six sigma has settled down successfully? This study compares Korean enterprise's six sigma with those of Japanese and American enterprises in the view of leadership, project, people, and methodology. We suggest five topics for the successful settlement of six sigma in Korean enterprises; 1) Role of executives and managers should be changed more actively, 2) Strategy-connected projects should be excavated, 3) Utilization and development plan should be made for black belt and master black belt, 4) Six sigma methodology should be advanced, especially DFSS methodology, and finally 5) Several innovation methodology should be integrated.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.155-159
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• 2004

Continuous quality improvement has generally been recognized as an essential requirement for a company to stay in business. For this reason, Six Sigma plays an important role In reducing cost and development time of a product and achieving high quality products in a competitive market. The Six Sigma has proven that it is possible to achieve dramatic performance improvement for conducting business. However, several recognized Six Sigma companies have suffered the financial troubles, even if the Six Sigma should be successfully deployed in their business organizations. In this paper, the reason of this paradox is represented and discussed for a successful Six Sigma deployment, including next generation of Six Sigma.

• International Journal of Quality Innovation
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• v.5 no.2
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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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• v.9 no.2
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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.