• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.17 no.2
• /
• pp.610-619
• /
• 2016

Digital manufacturing (DM) technology helps engineers design products promptly and reliably at low production cost by simulating a manufacturing process and the material behavior of a product in use, based on three-dimensional digital modeling. The computing infrastructure for digital manufacturing, however, is usually expensive and, at present, the number of professional design engineers who can take advantage of this technology to a product design accurately is insufficient, particularly in small and medium manufacturing companies. Considering this, the Korea Institute of Science and Technology Information (KISTI) and H University is operating a DM track in the form of Industry-University-Research Institute collaboration to train high-performance-computing-based DM professionals. In this paper, a series of courses to train students to work directly into DM practice in industry after graduation is reported. The operating cases of the DM track for two years since 2013 are presented by focusing on the progress in establishment, lecture and practice contents, evaluation of students, and course quality improvement. Overall, the track management, curriculum management, learning achievement of students have been successful. By expediting more active participation of the students in the track and providing more internship and job offers in the participating companies in addition to collaborative capstone design projects, the track can be expanded by fostering a nationwide training network.

• Korean Journal of Occupational Health Nursing
• /
• v.23 no.1
• /
• pp.39-46
• /
• 2014

Purpose: This study analyzed the relationship between working hours and the occurrence of industrial disasters based on manufacturing businesses that are members of Federation of Korean Trade Unions.Methods: Repliers were managers of the safety & health department in the union, and 215 surveys out of 300 businesses that agreed to participate in the research were analyzed. Results: 94 out of 300 companies, which counted for 43.7%, replied to have experienced industrial disasters. 56 of those (59.6%) had less than 52 working hours per week, and 38 companies (40.4%) had more than 52 working hours per week. 109 companies, which counted for 50.7%, did not have an incident of industrial disaster. Companies with an average of more than 52 hours of working hours per week were shown to have a 2.29 times (95% CI 1.08~4.87) higher possibility of having industrial disasters than those with less than 52 hours of working hours. Conclusion: As the study showed that industrial disasters were more likely to occur in businesses with working hours longer than 52 hours, ways to reduce working hours need to be developed and various safety measures need to be taken to prevent industrial disasters in case workers are undergoing long working hours.

• Journal of Convergence for Information Technology
• /
• v.12 no.5
• /
• pp.256-270
• /
• 2022

This paper examined whether quality management(QM) positively impacts Kazakh companies' business performance (financial and non-financial performance). As a result of testing ten hypotheses based on the research model for 287 companies in Almaty, only eight hypotheses were supported. Top management leadership was identified as a critical factor that positively affected financial performance, and customer-centered thinking is strongly related to non-financial performance. Employee participation and quality information analysis factors also positively affected business performance, but their influence was lower than top management leadership and customer-centered thinking factors. Finally, the supplier management factor did not significantly affect business performance, and the two related hypotheses were not supported. These results are presumed to be due to the characteristics of the target companies, such as oil and raw material manufacturing and construction, rather than high-quality finished products.

• Proceedings of the Safety Management and Science Conference
• /
• 1999.11a
• /
• pp.183-189
• /
• 1999

Nowadays advanced manufacturing companies are trying to find a way to check the performance of their production equipments and plants from remote sites. However, it is hard to monitor the status of machine or to check the performance of the processes because the regional limitation of distributed environment. This paper presents research results in the real time monitoring of machining processes and internet_based operation of machining centers via internet, which is implemented using VRML and JAVA.

• Proceedings of the Korean Society of Precision Engineering Conference
• /
• 2005.06a
• /
• pp.698-701
• /
• 2005

Nowadays, because of the frequent market change and variable customer's requirements, product's life-circle is becoming shorter. So, automobile companies are forced to rapidly develop new products and efficiently reduce both manufacturing lead time and cost, with the world level quality. Among them, Press Die is not only just a bottle neck but also an important resource exerting certain effect in quality of car body appearance. Since 2000, due to efforts to reduce the time of design phase, many companies have used 3D design methods. Actually the method didn't reduce the period of design because the company didn't develop the best practice. This paper wish to solve this problem by modular based hybrid dies template.

• The Journal of Society for e-Business Studies
• /
• v.7 no.2
• /
• pp.129-141
• /
• 2002

This paper deals with the collaborative procurement process in a two-echelon supply chain that a manufacturing company and a contractor are connected through the information system. The real time information about inventory and production processing becomes available through this information system. We raise two issues related to the collaborative procurement process. First, we propose a VMI(Vendor-Managed Inventory) type of the procurement policy which focuses on the cost minimization for the total supply chain rather than individual companies. Second, based on the simulation study, we demonstrate that a collaborative procurement process is more cost-effective over classical procurement processes such as (Q, r). The result obtained in this paper can be applied to the quantitative evaluation of the cost saving effect when companies build the information sharing based, collaborative procurement system.

• Journal of Korean Society for Quality Management
• /
• v.36 no.4
• /
• pp.37-46
• /
• 2008

There are big differences in six sigma projects between manufacturing processes and transactional/service processes. This paper analyzed the differences between the two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma case studies, step-by-step questions and check criteria were developed based on 12 step DMAIC methodology. On the basis of those characterized data, the differences between two areas were analyzed. Significant differences were found in the number of CTQs, validation of measurement systems, methods to determine improvement objectives, the methods to elicit improvement plans and types of control systems. The most significant difference was that statistical tools were widely used in manufacturing processes, but qualitative tools were used in transactional/service processes during improvement phase.

• Journal of the Korean Society of Manufacturing Process Engineers
• /
• v.15 no.4
• /
• pp.51-59
• /
• 2016

Measurements of the automobile manufacturers are available anywhere and anytime, directly based on the criterion of failure is measured. The maintenance of high-precision production activities is direct evidence of the fact that competitive manufacturing activities are very important in determining the success of companies to recall defective starting from raw material costs. The current manufacturing sites produce calipers and clearance gauge the degree of tool only specific. Therefore, judging the quality, including the number of errors, requires a lot of attention to the dimension failures in day-to-day measurements and measurement tasks and duties repeated in difficult situations. In this paper, we aim to develop a vehicle manufacturing plant site using each of the manufacturing processes while operating a measurement tool. We display it using the Image Processing PC-based S/W with all those visual facts by management and recorded as image information a more accurate and current situation to obtain information and share visual measurements. We carry out research on the design and development vision inspection algorithm applied for pattern-recognition techniques that can help manufacturing site quality control.

• Proceedings of the Technology Innovation Conference
• /
• 2002.02a
• /
• pp.133-149
• /
• 2002

This study aims to investigate the impact of wide use of digital technology, in particular, the Internet, on innovation process and corporate strategy in electronics industry. The introduction of digital technology has changed innovation process, business model and organizational structure of the electronics companies. With the introduction of digital technology, the entire value chain of electronics industry from procurement, sales, and marketing to R&D and manufacturing has been restructured. E-commerce has been a major agenda for e-business. Recently, collaboration among electronics companies through e-marketplace has emerged as an important issue. A web-based e-commerce standard, so called RosettaNet, has been developed for facilitating e-transactions of electronics firms. The development of digital technology has dramatically increased the processing speed and sophisticated the virtual reality technology. As simulation becomes easier and more effective, the uncertainty and risk involved in R&D has decreased significantly. Another positive impact is closer cooperation between R&D and manufacturing functions. Taking advantage of automated and flexible production technology, has a new type of firm, so called, EMS (Electronics Manufacturing Services) emerged, whose strategic focus is on manufacturing only. The EMS can be seen as a kind of innovative organization, that is, a modular organization for production function. Digital technology has made convergence of computer and communication possible at early years but right now the convergence has been accelerated in extensive areas of communication, broadcasting, information appliances, software, contents, and services. Firms' effort for an innovative product and service has been intensified and the competition for a new standard product and service has become severe in electronics industry. Business activities are always realized in a specific organizational context. Accordingly building up innovation-friendly organization has emerged as a critical concern. Due to the striking decrease of transaction cost, a network type of organization has proliferated, and a business function turns into a modular organization. As a whole, digital technology has pushed electronics firms into developing their own business model, which takes consideration of standardization of business platform and their core competency.

• Industry Promotion Research
• /
• v.6 no.3
• /
• pp.1-8
• /
• 2021

This study is about the current status of management performance and employment prospects during the COVID-19 period, and the analysis data are based on the Q3 and Q4 2020 economic survey of manufacturing industry provided by the National Statistical Office's Microdata Integrated Service Portal. It used 83 large companies and 435 small and medium-sized businesses as analysis data. The analysis results are summarized as follows. It was analyzed that there was little change in business performance by company size on creation of jobs. In the analysis of the economic outlook for 2021, sales of large companies were analyzed to increase, but there was little change in creation of jobs at 66.3%. In terms of sales, small and medium-sized businesses are expected to see little change at 31.3% and increase at 30.3%. Therefore, it can be seen that there is no change in the company's management performance during the COVID-19 period. In other words, it can be seen that the COVID-19 pandemic does not have a significant impact on manufacturing employment and management performance of large and small businesses.