• 상하수도학회지
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• 제28권1호
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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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• 제9권2호
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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.

• 한국항공운항학회지
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• 제29권2호
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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.

• 한국산업정보학회논문지
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• 제7권5호
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• pp.49-58
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• 2002

최근 ERP 시스템이 기업의 전략적 도구로 인식되어지면서, 대기업뿐만 아니라 중소기업에서도 이에 대한 관심이 확산되고 있다. 이러한 경영환경의 변화로 ERP 시스템 도입에 대한 최고경영자 및 일반직원들의 인식이 이전에 비해 높아지고는 있지만, 사실상 인식만 있을 뿐 이에 대한 실제적인 실천전략이 미흡한 실정이다. 이는 중소기업에서 ERP 시스템 구축을 위해서는 수개월 또는 수년간에 걸쳐서 기업의 많은 자원이 투입돼야하기 때문으로 중소기업이 이를 극복하고 성공적인 ERP 시스템을 구축하기 위해서는 중소기업 환경에 적합한 ERP 시스템 구축방안이 마련되어야 할 것이다. 따라서 본 논문에서는 기존에 선행 연구된 연구자료를 비교ㆍ분석하여 중소기업의 특성에 적합한 ERP 시스템 구축 성공요인과 구축전략을 도출하였다. 또한 본 논문에서는 ERP 시스템 도입의사가 있어도 기업환경 여건이 따라주지 않아 실천에 옳기지 못하는 중소기업을 고려하여 도입지원방안으로써 산ㆍ학 연계모델을 제시하였다. 기존에 기술개발 위주로 수행되었던 산ㆍ학 협력활동을 기업의 ERP시스템 도입 지원방안으로 활용함으로써 각 지역에 분산되어있는 중소기업들의 ERP 시스템 도입 활성화를 이끌어 낼 수 있을 것이다. 또한 이를 통해 중소기업은 ERP 시스템 도입에 필요한 인적 물적 자원을 대학으로부터 얻음으로써 자체 내 보유능력의 한계를 극복하고, 대학은 현장실습을 통해 풍부한 경험을 쌓음으로써 우수 인력 양성에 기여할 수 있을 것이다.

• Journal of Preventive Medicine and Public Health
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• 제45권3호
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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.

• 산업경영시스템학회지
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• 제9권13호
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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.

• 지식경영연구
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• 제10권4호
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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.

• 산업경영시스템학회지
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• 제32권2호
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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.

• 중소기업융합학회논문지
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• 제1권1호
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• pp.1-8
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• 2011

정보화경영이 성공하려면 정보화혁신에 대한 적극적인 마인드가 형성되어야 하고, 정보화경영체제가 지향하는 바에 대한 변화와 관리가 효과적으로 이루어져야 한다. 그리고 그러한 노력은 지속적으로 이루어질 필요도 있는데, 이를 위해서는 그에 적합한 문화적 특성이 필요할 것이다. 이러한 이유로 정보화경영지향성과 기업문화의 적합도는 중요하다 할 수 있고, 그 적합도가 높을 때 정보화경영활동의 성공확률은 높다고 할 수 있다. 이러한 이유로 이 연구에서는 정보화경영지향성, 기업문화, 정보화경영지향성과 기업문화의 적합도가 전반적인 정보화경영활동의 이행수준에 미치는 영향을 규명하고자 하였다. 또한 정보화경영지향성과 경영성과간의 관계에 정보화경영활동의 이행수준이 매개효과를 가지는지도 검정하고자 하였다. 이 연구의 결과를 요약하면 다음과 같다. 첫째, 기업이 적극적으로 정보화경영을 지향하면, 정보화경영활동의 이행수준, 경영성과 등이 개선되는지를 검정하였다. 둘째, 기업문화가 정보화경영활동의 이행수준에 미치는 영향을 검정하였다. 셋째, 정보화경영지향성과 기업문화의 적합도가 정보화경영활동의 이행수준에 미치는 영향을 검정하였다. 넷째, 정보화경영지향성과 경영성과간의 관계에서 정보화경영활동이 이행수준의 매개효과를 가지는지를 검정하였다.

• 경영과정보연구
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• 제37권4호
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• pp.141-156
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• 2018

PMO(Project Management Office)는 IT 프로젝트의 성공적인 운영을 위한 보편적 접근방법으로 여겨지고 있다. PMO에 관한 선행연구는 PMO의 규범적 역할과 기능을 규명하는 데 집중하는 경향이 있다. 반면 실제 현장에서는 PMO가 발주기업과 전문PMO로 구성되는 조직간 협력체로서 운영되고 있기 때문에 적절한 협력체 (PMO 수행체계)의 수립은 프로젝트 성과에 의미있는 영향을 미칠 것으로 보인다. 본 연구에서는 발주기업과 외부 전문PMO의 역량이 PMO 수행체계의 수립을 통해 프로젝트 성과에 어떠한 영향을 미치는지 살펴보았다. 더불어, 발주자와 전문PMO 간의 지식 상호보완 정도에 따라 각각의 역량이 수행체계에 미치는 영향에 변화가 있는지도 살펴보았다. 연구결과, 발주기업과 외부 전문PMO의 역량이 PMO수행체계의 수립에 긍정적인 영향을 미치며 추진조직과 역할 및 책임에 대한 명확한 정의와 표준화된 프로세스의 확립 등이 IT 프로젝트의 성과에 중요한 요인임이 밝혀졌다. 또한, 발주기업과 전문PMO가 공통지식 기반을 갖고 지식 상호보완성을 확보했을 때 PMO가 더욱 효과적으로 기능을 발휘하는 것으로 밝혀졌다. 종합하면, IT 프로젝트의 성공을 위해서는 PMO 수행체계수립에서 거버넌스 관점의 접근이 중요하며 발주기업과 외부 전문 PMO 간의 지식 상호보완성의 확보가 도움이 되는 것으로 볼 수 있다.