• Journal of the Korean Data and Information Science Society
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• v.10 no.1
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• pp.271-277
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• 1999

In this paper, a case study is introduced on the development of an inventory management system for the textile industry. For the low-cost and high-efficient production, a systematic management is needed from make-to-order to delivery. In this paper, an integrated inventory management system for the D company is developed to manage the whole information related with make-to-order, production, delivery, and inventory, and so forth.

• Korean Management Science Review
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• v.12 no.2
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• pp.1-14
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• 1995

Recently Korean textile industry has been in the phase that requires its strategy change from the less-develped country style of the labor-intensive products to the developed country style of the technology-intensive products. It needs to make more efforts to develop the value-added products to meet the customer's various needs. In addition, development of technology, equipment, and design is required to implement its corporate strategy successfully. Although Korean textile companies have currently kept skillful labor and advanced equipments, they are losing their share in the international textile markets. This is mainly because corporate management has not been involved with efficient strategy. Strategy is an adoption of a company to environment by its corporate members, thus leading to the requirement of coordination of the main functions such as manufacturing and marketing. In fact, the coordination of the two departments toward reaching the corporate goal is not easy since the two are interested in different areas, respectively. Manufacturing people show their interests in production capacity, equipment layout, process technology, quality, purchasing, and labor while marketing people, target customer, product mix, advertisement, product specification, and customer service. For this reason, conflicts sometimes happen between the two departments. There are, however, many area that need a horizontal cooperation, for instance, in layout, process technology, product mix, and potential demand. Therefore, reciprocal coordination is necessary for achieving the firm's common objectives. This study was concerned with determining the factors that enhance the competitiveness of textile firms so that they could reach the common goal of the two departments with a horizontal collaboration.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.16 no.2
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• pp.121-133
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• 2005

We live seeing, touching, or throwing on considerable textile in our life consciously and unconsciously. Since a Korean-style house is a dwelling space in life style of sitting on the floor with ondol(Korean floor heater), use of textile is limited to bedding goods. However, as western life style takes firm root, use of textile for interior design is increasing. As well, as apartments and foreign style houses have gotten lodgment since 1980, life style is being changed rapidly. So, textile became required factors in dining space where little textile existed. Through literature, history of textile is considered and design image concept is created based on the consideration. In addition, the created concept can be applied to various textile design, which can be a good tool to express eating culture of the country as well as the country's image.

• Journal of the Korea Convergence Society
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• v.13 no.4
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• pp.613-623
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• 2022

Hospital textile is a necessary which the patient used everyday, that required constant management between supply and consumption. This study applied the service blue print technique to analyze how to provide and supply hospital textile from the stock to the patients in a tertiary hospital, Seoul, South Korea. There are actual or potential process problems identified such as nurses' increasing workload, patient dissatisfaction, and infection risk. After applying blueprint analysis, we suggest the modified processes to overcome theses identified problems using automatization to provide textile. Expected outcomes may include decreases in patient's waiting time, nurse's textile workload, and lower infection risk as well as increasing process efficiency via systematic supply-demand management.

• Journal of the Korea Fashion and Costume Design Association
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• v.3 no.2
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• pp.137-160
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• 2001

A study on the structural change in the U.S. textile industry. The U.S. textile industry has undergone significant changes over the last fifty years, including a steady decline in the relative scale of domestic production, employment reduction, and increased competition from imported products. In order to weather a crisis, the responses of the U.S. textile industry have been made such as investment in technology, specalization in the textile and apparel industries. The textile and apparel industries have taken steps to increase labor productivity through automations to speed management to create and introduce new products and new methods, and have lowered indirect overhead costs. Regarding these response of the U.S. and other situation of world textile and apparel trade market, much of the sense of crisis that pervades korean textile and apparel industries has to do with the problem of adjusting corporate policy.

• Journal of Fashion Business
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• v.11 no.4
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• pp.221-231
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• 2007

SCM system is required inter-industrial cooperation as well as inter-organizational cooperation. It means not only standardization of inter-organization but also standardization of inter-industry. SCM makes possible one circulation from fiber to retail industry in the respects of information and product flows. QR is the SCM of textile apparel industry, which satisfy customer need with least cost and maximum profit. Customer-oriented supply chain system focused on information sharing, cost reduction, inventory control, lead time reduction, quick response on customer demand. How we can measure the performance of successful SCM is issued on the approach of Balanced Scorecard which evaluates 4 perspectives such as customer perspective, internal business perspective, financial perspective, and innovation and learning perspective. This can project the blueprint of textile fashion business to right direction with vision.

• Journal of the Korea Safety Management & Science
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• v.7 no.2
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• pp.95-106
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• 2005

Many Korean companies are challenged to reduce logistics cost and meet environmental-friendly logistics. The textile companies in harsh competition are requested to make improvement on their logistics environment to cut down the total cost. However, they have reached the limit on improving the manufacturing process. We believe that the logistics department is the most improvable part at present. Improving logistics will be highly effective to cut down the total cost. In this study, we present Pad Pool System(PPS) as the solution to save their logistics cost. PPS, which means the shared use of Styrofoam pads, will enable the textile companies to cut down their cost and strengthen enterprise competitiveness. Also, PPS will be helpful reducing environmental disruption because the system reuses retrieved Styrofoam pads many times.

• Proceedings of the Korean Fiber Society Conference
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• 1996.04a
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• pp.202-206
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• 1996

• Proceedings of the Korean Fiber Society Conference
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• 1996.04a
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• pp.198-201
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• 1996

• Journal of the Korean Society of Clothing and Textiles
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• v.31 no.3 s.162
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• pp.387-397
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• 2007

Due to the recent trend of relationship marketing and characteristics of the apparel retail industry that relys heavily on employees' performance, internal marketing toward the employees gives a critical influence on firms' overall performance. This study is aiming at the factors of internal marketing and relationship management that enhance positive attitude toward change. A survey questionnaire was developed and about two hundreds department store sales staffs working for apparel brands participated in the empirical study. Factor analysis ensured the existence of five aspects of internal marketing: educational training, internal communication, power endorsement, management capability and incentive system. Results indicated that age, marital status, years of employment, position rank, and salary types of salespersons had significant influence on internal marketing factors. Incentive system had significant influence on internal customer relationship management. Internal customer relationship management had significant impact on employees' attitude toward change. Educational training had significant influence on employees' perceived importance of change. Educational training, power endorsement and incentive system affected employees' perceived outcome of change.