• Journal of the Korean Society of Marine Environment & Safety
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• v.7 no.2
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• pp.49-65
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• 2001

Total Quality Management(TQM) is the source of competitive advantage for the enterprise faced with the dynamic change of the environment as the customer satisfaction era, unlike the past marketing era. It can have an effect on the strategical choice of the enterprise and becomes a new spotlight of management strategy in business administration recently with various techniques of organizational innovation, such as business re-engineering, benchmarking and so on. The TQM which has an essential part of a Risk Response Process is recognized as strategic aspects in Risk Management. TQM means the total management system that realizes management philosophy of customer satisfaction through continuous improvement and innovational thoughts on the basis of top-management＇s leadership and employees＇ involvement, policy of quality management, customer focus, development of human resources, empowered work forces, and supplier relationships. The data investigating the business performance effect of active factors in TQM based on the shipping firms were collected from 250 shipping firms in Korea by the use of questionnaire method and personal interviews at the selected samples.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.57-73
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• 2002

Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly used by organisations as part of the business improvement process and strategic benchmarking. This paper reviews the concepts and approaches of performance measurement (PM) and discusses the integration of PM with the TQM and BE philosophies. A TQM-BE-PM framework with a set of self-assessment checklists was developed. In order to complement the literature base with empirical evidence, an industry survey was conducted and a trial implementation of the framework was carried out in a leading manufacturing firm in Hong Kong. The self-assessment performance data of the fm was evaluated and then benchmarked with the industry averages obtained from the survey. This paper presents the empirical findings and discusses the applicability of the framework in measuring and benchmarking organisational performance toward continual improvement.

• Journal of Korean Society for Quality Management
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• v.28 no.3
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• pp.82-90
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• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concepts, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to Identify the differences between MBNQA and JQA in terms of strategy planning category, Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysts techniques, scenario tools, and other statistical methodologies.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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• pp.140-150
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• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concept, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to identify the differences between MBNQA and JQA in terms of strategy planning category. Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysis techniques, scenario tools, and other statistical methodologies.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.673-679
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• 1998

The paper aims to apply a model of continuous quality improvement (CQI) to Taiwan provincial Pin Ton hospital. Tools of quality control were used both total quality management (TQM) and quality control circle (QCC) in order to approach the objective of ${\ulcorner}$higher quality, higher efficiency, lower cost${\lrcorner}$. During two years, this hospital has organized thirteen QC circles that were classified three categories according to that objective: four circles work for higher quality; the other four circles work for higher efficiency; five circles for lower cost. After implementation, several results were found from two viewpoints. From viewpoint of tangibility, one of the most outcomes is to reduce labor cost from 56 persons to 28 persons of temporary employees. From viewpoint of intangibility, the result was evaluated using radar chart to compare the difference after improvement. This paper is going to report the process of CQI for the hospital management because it is a new issue in Taiwan since 1997

• Journal of Korean Society for Quality Management
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• v.26 no.2
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• pp.61-81
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• 1998

This research studies the role of IT (Information Technology) in improving productivity of a company through samll group activities. For this purpose, this research analyzed the samll group activities of the company as to how IT was employed bo improve business processes. Cases of small group activities that were conducted from January, 1996 to December, 1996 in a Korean company (name withdrawn) were analyzed. Eight out of eleven small group activities have been studied. They were examined as to the effect of IT in time and cost savings, reduction in manpower and so on. TQM is the activity of process improvement based on the existing processes in pursuit of satisfaction of customers' needs. This study analyzed how IT was used to solve the current problem in business processes. As a result of the case study, it is found that TQM activities with IT could reduce expenses significantly. More specifically, expenses have been cut down by 56% a year on average. By improving the business processes through the activities of TQM which used IT, companies could remove the unnecessary business processes and the duplicated business processes. In other words, with the use of IT in TQM activities, they could move closer to goals of the satisfaction of the customers' needs by reducing expenses and time. This study examined the role of IT from the point of view of business process improvement. Internally, IT has a positive impact on reducing expenses, processing time, manpower and so forth. Externally, it plays an important role of company's gaining competitive advantage through the satisfaction of customers and stakeholders. In conclusion, the proper use of IT will significantly increase the performance of a company.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.220-229
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• 2003

The methodology of Six Sigma originated at Motorola in the early 1980s is nowadays proved to be an effective way in Improving the quality. Many companies find adding Six Sigma to their current business system gives them all or almost all the elements of total quality management(TQM). However most companies where Six Sigma is implemented confront many difficulties in non-manufacturing parts such as transactional and administrative processes. In this paper we discuss distinct aspects of such non-manufacturing process, and investigate activating scheme of Six Sigma in those parts of industry.

• Proceedings of the Technology Innovation Conference
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• 1999.12a
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• pp.348-371
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• 1999

The tremendous growth of the Internet, particularly World Wide Web, has bought significant changes in the economics of marketing channels and has led to a redefinition of industry value chain. While electronic commerce has become as an important issue with the growth of the Internet, there are insufficient empirical research efforts concerning its status in Korea. The study findings suggest that contextual problems need to be solved before electronic commerce provides real benefits for consumers and businesses. The suggestions and strategies are provided at both a firm level and a consumer level. The objective of this research investigates TQM's the key quality factors and Customer's Using Satisfaction of Internet shopping mall in Korea. In addition, we tried U find out what factors discourage consumers from using electronic purchasing methods, as well as how perceived quality factors and customer satisfaction when consumers are exposed to the purchase process on the Internet shopping mall business.

• Journal of the Korea Safety Management & Science
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• v.24 no.3
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• pp.93-103
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• 2022

This study investigated the method of continuous improvement of small-medium company production processes through POSCO's QSS(Quick Six Sigma) activities. QSS is a field operation technique that encompasses the advantages of Six Sigma, TPS(Toyota Production System), TQM (Total Quality Management), and IE(Industrial Engineering). Through this, POSCO not only encourages activities centered on related small and medium-sized partners, etc., but is also expected to contribute to the continuous improvement of the company's own production process through QSS activities. In this study, rather than unconditionally carrying out activities according to the needs of large companies, the research is to help the continuous improvement of the actual production process of small and medium-sized enterprises by effectively applying and spreading QSS activities in consideration of the characteristics and environment of the company. For this purpose, empirical research is conducted on the process improvement activities and QSS activities of company Y, which has less than 100 assembly and production quality and inspection processes among SMEs. The changes in the production process improvement of SMEs through the application of the final QSS were investigated through empirical studies.

• IE interfaces
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• v.16 no.3
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• pp.362-374
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• 2003

The major objective of this paper is to empirically examine the effect of process maturity on the performance of industrial R&D projects. Process maturity, a fundamental concept of the Capability Maturity Model developed by Software Engineering Institute, represents the essential of Total Quality Management (TQM). Based on literature, our research model constructs process maturity in terms of structured process, goal setting and controlling, metrics, and process learning; and links it to the R&D performance that consists of technical, commercial and managerial successes. The model also includes firm size as a moderator of different effects that process maturity may have across firms. Measures for process maturity are based on the best practices identified in literature. Data are obtained from 77 successful R&D projects carried out by Korean manufacturing firms. Multiple regression and t-test are used to test proposed hypotheses. Findings are as follows. (1) In the R&D process, process maturity partially contributes to the performance of R&D projects. More specifically, goal setting and controlling-related practices drive both technical and commercial successes, while process learning-related practices drive commercial success. In contrast, traditionally emphasized elements such as structured process or metrics are found not to be significant. (2) The degree of process maturity is significantly higher in large firms. (3) Process maturity impacts on commercial success in the case of large firms, whereas it does on technical success in the case of small firms. The results imply that the TQM principles are partially associated with R&D performance, and the nature of benefit from high maturity could vary according to firm size.