• Journal of Korean Society of Water and Wastewater
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• v.28 no.1
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• pp.125-134
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• 2014

6 sigma is a management innovation strategy which improves most of all managerial processes including transactional and project based operations such as marketing, purchasing, accounting, and construction. Even though 6 sigma is trying to solve problems from the customer's viewpoint in the scientific manner, project leader feels some difficulties in implementation because of several reasons. Especially the difficulties are prevalent in construction site. This paper investigates the cause of the difficulties through questionnaires, analyzes the investigation results, and verifies the critical success factors of 6 sigma implementation. Factor analysis has been usually employed in reducing quantity of data and summarizing information chaos. In this study, several variables from questionnaires are grouped into just only four factors by the process of factor analysis. The critical success factors are extracted as project management system, implementation mechanism, site condition, and project ownership. Some ideas for each individual success factor are suggested, which are expected to be useful in successful implementation of 6 Sigma in construction site.

• Asia pacific journal of information systems
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• v.9 no.2
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• pp.99-115
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• 1999

Electronic Data Interchange (EDI) is an important part of interorganizational electronic commerce due to the strategic impact derived from its use. In order to ensure successful implementation of EDI, EDI controls must first be developed. Because they are implemented in an environmental context, the characteristics of organizational environments have a significant impact on EDI controls. The control strategy for the EDI system - formal, informal, and automated controls - should fit certain organizational environments. A research model has been developed to depict the moderating effects of six environmental variables including industry, organizational, and task characteristics on the relationships between controls and implementation. It is shown empirically that the relationships between EDI controls and implementation are indeed affected by these factors. The results can help management design formal, informal, and automated controls in view of their own environmental contexts.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.29 no.2
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• pp.111-116
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• 2021

Normal Operation Safety Survey (NOSS) is a safety management tool used by air traffic control organizations to measure data related to threats and errors to proactively prevent accidents before they occur. NOSS was developed to be applied to the air traffic control field according to the concept of Line Operation Safety Audit (LOSA) conducted by airlines to reduce human errors in the cockpits. Safety management based on data is crucial for the prevention of control-related accidents, and the competency of observers for this is important for the successful implementation of NOSS. Based on LOSA implementation experiences and expert interviews, this paper introduces the international NOSS methods and discusses the key factors required for effective observation and the implementation methods and implications of NOSS observer training.

• Journal of Korea Society of Industrial Information Systems
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• v.7 no.5
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• pp.49-58
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• 2002

These days the theme of " ERP" has become a topic of special interest in both public and private sectors. Based on the literature survey on M.I.S. and other IT related area, this paper reviewed the ERP Implementation success factors and found that there would be significant differences between large an small business ERP success factors. For the more practical and successful ERP Implementation, this paper proposed a new university-industry cooperation model of ERP implementation for small and medium Enterprises. Other this study related implications were discussed.

• Journal of Preventive Medicine and Public Health
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• v.45 no.3
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• pp.137-147
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• 2012

We conducted a systematic review to summarize providers' attitudes toward pay-for-performance (P4P), focusing on their general attitudes, the effects of P4P, their favorable design and implementation methods, and concerns. An electronic search was performed in PubMed and Scopus using selected keywords including P4P. Two reviewers screened target articles using titles and abstract review and then read the full version of the screened articles for the final selections. In addition, one reference of screened articles and one unpublished report were also included. Therefore, 14 articles were included in this study. Healthcare providers' attitudes on P4P were summarized in two ways. First, we gathered their general attitudes and opinions regarding the effects of P4P. Second, we rearranged their opinions regarding desirable P4P design and implementation methods, as well as their concerns. This study showed the possibility that some healthcare providers still have a low level of awareness about P4P and might prefer voluntary participation in P4P. In addition, they felt that adequate quality indicators and additional support for implementation of P4P would be needed. Most healthcare providers also had serious concerns that P4P would induce unintended consequences. In order to conduct successful implementation of P4P, purchaser should make more efforts such as increasing providers' level of awareness about P4P, providing technical and educational support, reducing their burden, developing a cooperative relationship with providers, developing more accurate quality measures, and minimizing the unintended consequences.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.9 no.13
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• pp.51-61
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• 1986

The management science was concerned about how to use the main point of the management science model and it's technique by the rational primary factors. The problem's definition, estabilished of the model and it's solving. These function are very difficult and important problems, what is more important, are the model of management science's real prosecution to the manager and management scientist. The management science give us a clue to the solution of a business problem. To get needs conclusion and achieving the estabilished object, we must implement a plan, a stratgem, a policy. If we were not implementing the recommended items, we may call the estabilished model and problem solving impractical, ivory-tower theorizing. But, the implementation of management science model is a complicated problem that is involved mutual relations of managers and management scientist, linkage parts member and the resources of organization. And the other problems of implementation are very complicated problems composed of technologic and economic, social and politic, psychological. This paper reports the implementation of a success that possibly studies a fluent and a chief cause to systematic analysis. Then, first of all I will define of implementation and from these, construction of a unity system, I continue with a catch hold of a main point and a fluent for the successful implementation.

• Knowledge Management Research
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• v.10 no.4
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• pp.185-207
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• 2009

One of the most important issues in a small and medium sized enterprise (SME) is to identify how to apply IT to the organization so that it maximizes the effectiveness of IT. In general, a large company mainly plans to adopt, implement, and stimulate a new IT in a viewpoint of advanced IT system's capability for maximizing the effectiveness of IT. However, SME requires a totally different approach since SME's situation is different from a large enterprise's one. In this study, we investigate several factors that have an influence on the successful IT adoption and implementation of a SME through the case of Hwacheon. We also find out that CEO's support, CEO-initiating strategic meeting, IT development ability, and organizational compatibility in the introduction stage of IT are relatively more important than those in the implementation stage of IT, whereas IT flexibility, system quality, training and support, overcoming organizational resistance and performance improvement in the implementation stage of IT play critical roles in the IS success. Our results show that the advance of IT may not guarantee the success of IT implementation.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.32 no.2
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• pp.13-20
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• 2009

The purpose of this paper is to give information on e-CPC implementation in the manufacturing industry by studying and analyzing a small and medium sized manufacturing company. After analyzing Various factors on J's e-CPC implementation such as environmental factors, process management factor, and result factors, success factors on J's e-CPC implementation are analyzed. The results of this paper can be summarized as follows. First, the most leading role on J's ERP implementation is the will and support of CEO and team leaders. They led the implementation to be stability successfully by settling the different opinions among teams, showing their ability on process decision and communication with consultants. Second, J tried to prompt system stability by mapping out and conducting the long term change management strategy. Third, J organized ERP project team to implement ERP quickly, and it turned out to be successful Finally, J tried to get outside information from consultants and collaborative companies that have experience in implementing ERP. Especially J made full use of overseas consultants. In respect that this paper giver lots of information on e-CPC implementation in manufacturing industry by a case study of a small and medium sized manufacturing company which has not been carried out so far, it would be useful enough.

• Journal of Convergence Society for SMB
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• v.1 no.1
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• pp.1-8
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• 2011

With a sample of 147 Korean small and medium size companies, this study examined the relationships among degree of information orientation, corporate culture, degree of information management implementation and selected business performances in the process of implementing IMS(Information Management System). Information orientation is defined as company-wide understanding and implementation of the underlying philosophy, principles, approached, and tools of information improvement programs. It is assumed that successful implementation of information improvement programs requires a information-oriented mind-set of the employees. It is also assumed that successful implementation of information improvement programs require strong support from s corporate culture that emphasizes continues improvement. Adopting the competing values model of Quinn and McGrath(1985), corporate culture is classified into 'flexible' versus 'controlled culture' and 'outer-directed' versus 'inner-directed culture'. This study examined how such fitness influenced the implementation of information innovation programs and business performance. Implementation of information innovation programs was measured through various factors, such as leadership, strategic information planning, human resources focus, customer and market focus, process management, and information analysis and application. Business performance was measured through non-financial performance measuresm such as employee results, process results, information results, and customer results, and through perceived financial performance measures.

• Management & Information Systems Review
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• v.37 no.4
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• pp.141-156
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• 2018

PMO(Project Management Office) has been considered as a general approach for the successful operation of IT project. The previous studies tended to emphasize on the roles and functions of PMO in a normative way. However, in practice, since PMO is operated as a joint structure in which client firms and professional PMOs work together, it seems to be important that the implementation system of PMO should be properly formed. In this paper, it is examined whether the competence of client firms and professional PMO influence on the setup of implementation system of PMO, and also whether implementation system of PMO influence of the performance of IT project. In addition, it is also analyzed if the competence of client firms and professional PMO influence differently on the setup of implementation system of PMO, according to the degree of knowledge complementarity. As a result of this study, it is found that the competence of client firms and professional PMO influence positively on the setup of implementation system of PMO, and governance factors such as clear definition of organizational roles, responsibility, and setup of standardized processes are also important in performance of IT project. It is also shown that, if knowledge complementarity is formed with a common knowledge base between client firms and professional PMOs, Project Management Office functions effectively. In summary, for the successful performance of IT project, it seems that it is required to approach from the view point of governance in forming the implementation system of PMO and it is also important to form knowledge complementarity between client firms and professional PMOs.