• Korea Journal of Hospital Management
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• v.7 no.2
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• pp.99-123
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• 2002

This study was conducted to determine whether follow-up management is carried out continuously following CQI activity and to analyze the factors behind the success and failure of follow-up management. Past presentations from 1994-1999 of CQI coordinators and lecturers from various institutions who presented at The Korean Society of Quality Assurance in Health Care(KoSQA) on the conditions of follow-up management in each institution were analyzed. The results of this study were as follows; Since the number of subjects on CQI increased each year at symposiums, this has expanded to all medical institutions. Although medical institutions usually conduct 11-20 subjects on CQI per year, there were many such occasions where more than 31 subjects were conducted. Moreover, institutions with less than 800 beds have come up with more projects than those with more than 800 beds, thus 23.3% of these institutions had at least 1 person involved in 4 projects. This had created an overload of responsibilities for specific persons' involvement, prompting them to incline toward formalities in their work rather than substantial activities. Among the projects presented at the symposiums, 51.7% demonstrated that follow-up management could be carried out. In particular, 55.3% of the projects from provincial regions could carry out follow-up management compared to 48.8% in Seoul. Moreover, it was demonstrated that 80% of the projects from institutions with 600-799 beds carried out follow-up management most effectively. With regards to previous presentations, the older they were, it was found that follow-up management could not be effectively carried out. Some institutions that responded that follow-up management was carried out effectively in their institutions were found to have conducted follow-up management without any inspection strategies or the appropriate tools. CQI activities were executed and terminated with no consistency and team members had no real concern for it. The most important factors that contribute to an effective follow-up management are the need for concern and interest from the directors of the hospitals, from the relevant departments and team members in addition to the role of the supervising department, follow-up management through management of target goals, consistency in tasks along with communication between all team members. The biggest problems were perceived to be overload of work due to accumulation of proposed projects in addition to lack of awareness pertaining to follow-up management. CQI is beneficial for all staff for the improvement of the mind and business administration and thus it is believed to be desirable. To carry out follow-up management effectively, leadership, analysis and application of information, follow-up management and planning, as well as quality management are perceived to be essential, on the other hand, the results showed a significant difference. To prevent CQI activities from becoming just an activity, the basic system should be reconstructed and augmented based on the problems derived from the results of this study. Moreover, we hope this study will be used as reference material that would encourage the administration of follow-up management after CQI activities in most hospitals. Furthermore, various studies on follow-up management should be conducted for CQI activities in the future.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Proceedings of the KSR Conference
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• 2007.11a
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• pp.167-171
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• 2007

For ensuing rolling stock safety, it is necessary that safety management should be made systematically through its whole life cycle. That is to say, safety management activities for every steps of rolling stock life cycle should be defined, and the roles of managers such as executor, assessor, and certificator should be shared clearly. This paper defines the safety management activities based on IEC 62278, analyzing foreign and domestic safety regulation systems, and suggests the reformed safety management system for rolling stock in Korea

• Journal of Venture Innovation
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• v.6 no.4
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• pp.41-62
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• 2023

Given that SME workers are the driving force of national competitiveness and the basis and cornerstone of the industry, it is meaningful to study workers' job satisfaction and the factors that affect job satisfaction. In addition to variables related to corporate competitiveness and organizational justice, this study introduced variables such as environmental(E) activities, social(S) activities, and governance(G) activities, which th national government uses as major management evaluation indicators. Therefore, a literature study and empirical analysis were conducted on how self-efficacy affects job satisfaction when workers are faced with a changed work environment. To conduct this study, 300 copies of data were collected from workers in small and medium-sized enterprises and used for analysis. For data analysis, the SPSS statistical program (Ver. 25.0) was used. The study finds, first, that product or service quality and employee competency among corporate competitiveness had a significant positive(+) effect on job satisfaction. Secondly, among ESG management activities, social(S) activities and governance(G) activities were found to have a significant positive(+) effect on job satisfaction. Third, among organizational justice, distribution justice and procedural justice were found to have a positive(+) effect on job satisfaction. Fourth, self-efficacy was found to mediate the effect of product or service quality, employee competency, social(S) and governance(G) activities among ESG management activities, and procedural justice among organizational justice on job satisfaction. The academic value of this study is that it empirically analyzed the factors that ESG management activities affect workers' jobs,. As a result, it was confirmed that workers were satisfied with their jobs by actively showing interest in social(S) activities and governance(G) activities among ESG management activities and participating in corporate management. In addition, workers sensitive to changes in the external environment can become satisfied with their jobs through self-efficacy when SMEs actively enhance corporate competitiveness, execute ESG management activities, and provide a fair organizational culture. Finally, this study suggests that there's a possibility of improving the competitiveness of SMEs through a virtuous cycle created by a change in perception of job conversion and a decrease in turnover.

• Journal of Information Technology Applications and Management
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• v.15 no.1
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• pp.153-181
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• 2008

Cluster analysis according to the activities IS practitioners perform shows that IS practitioners can be broadly categorized into two groups, generalists and specialists: generalists allocate their work time relatively evenly across the activities while specialists allocate more time on some specific activities than on other activities. Empirical findings also show that generalists and specialists are required to possess different configurations of IS knowledge and skills respectively to do their work successfully and that they possess different configurations of IS knowledge and skills. Empirical findings reveal that specialists change the activities they do mainly as their carrier evolves while generalists do not.

• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.33-46
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• 2010

Recently, the needs for marketing activities is increasing of the hospitals, but there are no such measurement for the efficiency and the effectiveness of the marketing activities. Thus, the research aims to suggest the necessity of approach method which can combine the efficiency and the effectiveness of the marketing activities both systematically and comprehensively in line with examining the current status of marketing capability of hospitals in Korea. From the research findings, it is known that, in respect of financial performance, hospitals in Korea should establish the plan and implement accordingly in order increase both the sales revenue and profit ratio in contrast to the sales revenue through strengthening the internal marketing activities rather than the external marketing activities.

• Journal of Korean Society for Quality Management
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• v.32 no.4
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• pp.92-102
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• 2004

In this era of intense competition, TQM has become the key program in organizations as they strive for a competitive advantage. It has been applied to manufacturing and service sector since BNQA model was established in 1987. TQM literature for manufacturing sector abounds with empirical studies on the critical dimensions of TQM, but there is few empirical studies on the TQM evaluation for service sector. In this paper, two methodologies are applied to evaluate the TQM activities of service companies comparatively One of them is the traditional scoring system(TSS) by analytic hierarchy process(AHP). The other is the efficiency measuring system(EMS) by data envelopment analysis(DEA). DEA outperformed other alternative methods to measure the efficiency and it can be applied to evaluate the TQM activities. The objective of this paper is to evaluate TQM activities of domestic service companies by applying TAE(Total quality management Activities Evaluation) model to them. The result of this study is that TSS scores are not significantly correlated with EMS scores. It means that service organizations must not only make efforts to get the higher scores in terms of TSS but also take necessary steps to enhance their efficiencies.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.29 no.4
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• pp.58-64
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• 2006

In this age of infinite competition, quality control plays a huge part in deciding whether companies survive or not. In order to successfully solve the fundamental questions of quality in corporate management under the given circumstances, I suggest that the followings are vital: 1) continuous training of employees and competence development; 2) advocating employees' voluntary involvements and their will to work; 3) revitalizing quality circle activities. Activities of quality circles, which are organized to work out fundamental problems within the corporation, are important in renovating the existing administration. Thus, the purpose of this study is to understand the degree of influence quality circle activities have on the management outcome of the corporation by analyses of actual proofs, and to raise the importance of these activities. Moreover, it purports to provide the foundation for domestic companies to move toward becoming competitive advantage organizations by endowing them with the motivation to activate quality circles.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.4
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• pp.41-47
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• 2012

To adapt to a rapidly changing business environment, introduction of new management techniques and innovative activities are crucial. In the case of small and medium companies, the compensation for scarce management resources and sustainable development can be obtained from advantage of management consulting. In this study, we propose the enterprise process evaluation model for small and medium business consulting, which can deploy the process improvement activities with considering the process maturity level within an organization. The process evaluation area of proposed Small and Medium Business, Staged Maturity Model (SMB-SMM) consists of four following parts: supply management, demand management, business management, and research and development (R&D) management. For each area, we set goals and also define the practices to achieve their goals respectively. By applying the SMB-SMM model to the small and medium sized companies, the process maturity level can be defined. And then to overcome the gap between the goals and evaluation results, the customized management consulting activities can be drawn from the predefined consulting approaches from the SMB-SMM.

• East Asian Journal of Business Economics (EAJBE)
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• v.5 no.2
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• pp.1-11
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• 2017

This study attempts to verify effects of CEO' supports, compensation and educational training and those of individual annual salaries and company's sales on promotion of knowledge management expected to contribute to enhancing construction industry's competitiveness, from the perspective of person-organization fit. For the analysis, a total of 368 effective questionnaires were used to conduct independent sample t-test, regression analysis and hierarchical moderated regression analysis. The findings show that individual annual salaries have a positive relationship with company's performance and company's sales also have positive relationships with both knowledge management activities and company performance, and CEO's supports, compensation and educational training are important factors that can improve knowledge management activities. In addition, the principle that the rich get richer and the poor get poorer is also operated in construction industry, as in other industries. Therefore, members in a company should conduct optimal strategies to enhance the knowledge management activities through selection and concentration, while governmental agencies require the establishment of IT system for it and supports for related cost and consulting of it.