• Journal of the Korea Safety Management & Science
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• v.8 no.5
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• pp.27-56
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• 2006

Prior to Six Sigma, many companies had adopted a policy management method designed to manage business performances through the top-down deployment of management policies. This policy management method and the Six Sigma CTQ Flow Down will make a good combination when their merits are developed and systemized as the management innovation program which enables to set up innovation targets along with management targets in the stage of strategic planning and to participate all the personnel from top management down in achieving th targets. This paper will help the companies implementing Six Sigma improve their management constitutions and achieve better management performances through the integration of policy management and Six Sigma.

• Journal of Korean Society for Quality Management
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• v.37 no.3
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• pp.1-9
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• 2009

Top Managers are apt to do the decision making on the base of cost-benefit analysis. Therefore the return on quality is indispensable to get the commitment of the top managers on the quality programs. The monetary or tangible effects of the most improvement activities through the suggestion systems and the quality circle activities are computed and reported. In most cases the reported gains are much bigger than the input invested. In spite of the reported high return many top managers are doubtful about the truth of reports because the gains are not translated into the profit on the income statement. This paper discusses about the mechanism of individual improvement activities and analyze the system effect which sum the individual effect and the realization effect on the income statement during that period. This will help the top managers to commit on the quality programs with high confidence.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.1223-1230
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• 2005

The dynamic nature of the A/E/C industry, rapidly changing global market environments, and lowest cost competitive bidding make it difficult to survive in global design markets. To understand the global design markets, a case study has been undertaken. The top 150 global design firms represented in the ENR (Engineering News Record) from 1995 to 2003 are classified into three groups for the case study. First group is the firms which advanced in rank from 1995. Second group is the firms which maintained its rank from 1994 until 2003. Third group is the firms which went down in rank from 1995 until 2003. However, finding key factors and changing business strategies of successful top design firms are the fundamental goals in this paper. After examinations of case studies, this paper concludes and suggests that professionalization, M&A strategies, patrons of the government, and academic support are needed to be successful in the global design & engineering industry.

• The Journal of Information Systems
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• v.15 no.1
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• pp.73-96
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• 2006

Recently, ERP system is used as a important tool of management innovation for enterprise's survival and development. It is very important to recognize how much influence to organizational performance through ERP system implementation. The purpose of this study is to find out the impact of environmental, organizational, information systems characteristics on successful implementation of ERP systems in Korean SMEs(Small and Medium Enterprises). From previous researches on ERP adoption and implementation, 7 independent variables (competitiveness, government support, top management support, process innovation, project management, IS maturity, and ERP customizing), and 1 dependent variables (successful implementation of ERP systems) are identified. 3 questionnaires were removed from the study because of missing or inappropriate responses, and final samples are 91 SMEs. The results of hypothesis testing show that determinants of successful implementation of ERP systems are top management support and IS maturity. Five variables such as competitiveness, government support, process innovation, project management, and ERP customizing do not significantly influence to successful implementation of ERP systems. The contribution of this study is that it provides an empirical evidence of the causal relationship between ERP adoption factor and ERP success. This study showed that top management support and IS maturity are essential to accomplish successful ERP implementation for SMEs.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2003.11a
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• pp.251-275
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• 2003

Given the importance of adoption of the IOS (Interorganizational System) and the “much-slower-than-anticipated” growth of IOS adoption, especially in small- and midium firms, this study aimed to identify the key determinants of small- and midium-sized firms' ISO usage. Based on prior research on IT/EDI adoption in various organizations, the model that incorporates 9 factors that are hypothesized to have influence on the ISO usage decision was developed and empirically tested against data collected from 114 small- and midium-seized firms' top management. The results show that perceived financial costs are found to be major impediments to usage intention, and perceptions of relative advantage, compatibility, risk are also important determinants of ISO usage intention in small- and midium-sized firms. Implications of these findings are duscussed for researchers and practitioners.

• International journal of advanced smart convergence
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• v.13 no.2
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• pp.235-248
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• 2024

The performance of informatization differs depending on its utilization, investment and construction methods. This study analyzed the key factors affecting the performance of informatization based on a public survey on the information system operation of small and medium-sized companies in Korea. Through structural equation modeling and one-way ANOVA, the study identified the pathways leading to performance. As a result of the analysis, it was confirmed that higher levels of top management support are associated with increased information system use and performance. Similarly, higher levels of information system use are correlated with better performance of information systems. This research is significant as it investigates and reveals how top management support and information system usage work in the cases of SMEs in South Korea, which is a leading country in manufacturing. The findings of this study will provide valuable insights for SMEs, whether they have already developed an information system or plan to do so, in their efforts to enhance corporate competitiveness.

• Korea Science and Art Forum
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• v.20
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• pp.135-146
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• 2015

The purpose of this research is to highlight the importance of customer experience relating to servitization of manufacturing and to develop an index to analyze customer experience management. It occurred that customer experience management analysis should perform in diverse dimensions to get higher customer satisfaction. Following to this idea, new idex is designed : CEMC(Customer Experience Management Competency scale). CEMC includes three parties which are internal expert, external expert and customer, as evaluators of the appraisal. Each evaluator participates in the inspection about customer experience management through a questionnaire which composed four sections : Product and service, Business process, Culture and Asset. Researchers apply this index to one small manufacturing business and analyze the state of customer experience management. The result would be a reference for building strategy and align inside organization.

• Information Systems Review
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• v.15 no.1
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• pp.1-24
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• 2013

This study empirically investigated inter-relationships among the influence factors on the adoption of e-commerce, which are classified as cause factor (i.e., perceived environmental uncertainty and competition), facilitators (i.e., perceived economic benefits, inter-organizational trust, suppliers' pressure and capability and asset specificity) and support factor (i.e., top management's support and organizational resource capability). The results of regression analyses showed that competition, inter-organizational trust, suppliers' pressure and capability, top management's support, and organizational resource capability have a positive impact on the adoption of e-commerce. In the analyses of inter-relationships among the influence factors, it was found that perceived environmental uncertainty positively influences suppliers' pressure and capability and perceived economic benefits, and competition has a positive impact on asset specificity. It was also observed that perceived economic benefits, inter-organizational trust and suppliers' pressure and capability positively affect top management's support, and inter-organizational trust and suppliers' pressure and capability have a positive impact on organizational resource capability. With mediating regression analyses, it was found that competition has an indirect impact on the adoption of e-commerce through the effect on perceived economic benefits, suppliers' pressure and capability, organizational resource capability and top management's support. The results of mediating regression analyses also showed that suppliers' pressure and capability and perceived economic benefits have indirect effects on the adoption of e-commerce through the effects on top management's support and organizational resource capability. From these results, it is concluded that intense competition causes the activation of facilitators, and the facilitators contribute to both the enhancement of top management support and the creation of organizational resource capability, which are directly linked to the adoption of e-commerce.

• International Journal of Quality Innovation
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• v.8 no.2
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• pp.57-68
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• 2007

Benchmarking is more than just a comparison of measures about different company's performance in a wider sense. It is a methodology of learning-comparing-learning, at least within small and medium sized enterprises. This learning is not just limited to learn by copying successful concepts from other enterprises or competitors. It starts in learning more about the own company, about its structure and processes causing its own success or its failure. This kind of learning is necessary before the enterprise starts watching for a suitable Benchmarking partner. Learning from each other's strengths and weaknesses is the main goal of the European research project Quality beyond Borders! By using the Benchmarking methodology, small and medium sized enterprises get the opportunity to take part in a Benchmarking study and can learn more about the different strengths and weaknesses of other enterprises on both sides of the border. The results of such a Benchmarking can help to identify potentials for future cooperations among German and Polish enterprises in the same market or business. These potentials can lie in different ways of realising the same success or top-position. The Benchmarking study is not focused on an special business or region. That helps to find out trends for different kinds of top-positions, which can be claimed in all markets within a country. Every trend is characterised by different success factors which are responsible for the success in this top-position. In a first overview, the results of the Benchmarking study show 5 different groups of top-positions within a market which all have different profiles regarding to the importance of their success factors. By the end of the Benchmarking study it will be possible, to give answer about the special reasons for different kind of successes of these groups. These answers can be related to a special region within a country, a special business or of course related to possible differences in the expression of the group success factors in comparison of both countries.

• Journal of Construction Engineering and Project Management
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• v.10 no.1
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• pp.16-32
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• 2020

Cost and time control of projects is important in preventing project failure. However, achieving effective cost and time control in practice is often challenging. The challenges of project cost and time control in practice are investigated by carrying out a questionnaire survey on the top 150 construction contractors in the UK followed by in-depth semi-structured interviews of practitioners from 15 construction companies in the country. Quantitative analysis reveals that design change is the most important factor inhibiting the ability of UK contractors from effectively controlling both the cost and time of construction projects. Four of the top five factors inhibiting effective cost control are also the top factors inhibiting effective time control albeit in a different order. These top factors-design changes, inaccurate evaluation of project time/duration, risk and uncertainty, non-performance of subcontractors and nominated suppliers were also found to be endogenous factors to the project. Additionally, qualitative analysis of the interviews reveals 16 key challenges to prevent for effective project cost and time control in practice. These are classified into four categorised based on where they stem from as follows; from the organisation (1. Lack of integration of cost and time during project control, 2. lack of management buy-in, 3. complicated project control systems and processes, 4. lack of a project control training regime); from the construction management/project management approach (5. Lapses in integration of interfaces, 6. project control not being implemented from the early stages of a project, 7. inefficient utilisation and control of labour, 8. limited time devoted to planning how a project will be controlled at the outset); from the client; (9. Excessive authorisation gates, 10. use of adversarial and non-collaborative forms of contracts, 11. communication problems within client set-up, 12. obstructive client representatives) and; from the project team (13. Lack of detailed/complete design, 14. lack of trust among the project partners, 15. limited time devoted to project control on site, 16. non-factual reporting). The study posits that knowledge of these project control inhibiting factors and challenges is the first step at ensuring they are avoided and enable the implementation of a more effective project cost and time control process in practice.