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REFERENCE LINKING PLATFORM OF KOREA S&T JOURNALS
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Journal of Korean Institute of Industrial Engineers
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Journal DOI :
Korean Institute of Industrial Engineers
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Volume & Issues
Volume 32, Issue 4 - Dec 2006
Volume 32, Issue 3 - Sep 2006
Volume 32, Issue 2 - Jun 2006
Volume 32, Issue 1 - Mar 2006
Selecting the target year
Current Situation, Issue and Development Direction of Six Sigma Innovation in Korea
Park, Yeon-Ki ; Yoon, Cheol-Hwoan ; Ryu, Yeon-Ho ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 253~267
Six sigma has been the most influential management innovation program in a number of leading companies and its application has extended beyond manufacturing processes for the past 10 years. However, numerous difficulties arise during the six sigma application to the various industries. In this study, the current situation of the six sigma applied to Korean companies is showed, and the issues of six sigma application in Korean companies are found. At the end, the several counter plans to overcome them. are proposed.
Development of Six Sigma Fit for Domestic Companies
Lee, Pal-Hun ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 268~278
Ten years have passed since Samsung SDI and LG Electronics introduced six sigma. Six sigma spreads on the wide industry areas such as service and public sectors as well as manufacturing industry. Six sigma speaks for Korean enterprise's management innovation now. Then, can we evaluate that Korean enterprise's six sigma has settled down successfully? This study compares Korean enterprise's six sigma with those of Japanese and American enterprises in the view of leadership, project, people, and methodology. We suggest five topics for the successful settlement of six sigma in Korean enterprises; 1) Role of executives and managers should be changed more actively, 2) Strategy-connected projects should be excavated, 3) Utilization and development plan should be made for black belt and master black belt, 4) Six sigma methodology should be advanced, especially DFSS methodology, and finally 5) Several innovation methodology should be integrated.
Six Sigma Maturity Model for MeasuringEffectiveness of Six Sigma Activities
Cho, Ji Hyun ; Jang, Joong Soon ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 279~290
This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.
A Six Sigma Model for Small and Medium SizedCompanies and Case Studies
Hwang, Young Je ; Kwon, Hyuck Moo ; Hong, Sung Hoon ; Lee, Min Koo ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 291~297
Since the six sigma strategy was first introduced to Korean enterprises in 1997, it has been taken as an important business strategy to strengthen the competitiveness of major Korean companies under the global competitive environment. These major companies also demand their suppliers to implement six sigma. But small and medium sized companies have several barriers to overcome for successful implementation of six sigma. First, the financial status is not so sound to support initial expenses for launching six sigma. Second, physical and human resources are not sufficient for driving six sigma. And finally, the infrastructure is not well established to manage and support the six sigma program. In this paper, we suggest a method to overcome these barriers and propose a model for establishing six sigma in a small and medium sized company. We also provide some practical case studies.
A Guideline for Implementing Lean Six Sigma for Management Innovation
Choi, Moon-Bak ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 298~313
Six sigma is focused on quality improvement through variation reduction, while lean is on process flow improvement and lead time reduction by waste elimination. However, lean cannot bring a process under statistical control and six sigma alone cannot dramatically improve process speed. Lean six sigma was developed to achieve faster rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. In this paper we present the importance of using value stream mapping and suggest a guideline on how to integrate lean and six sigma by is proposed.
BPM-based Six Sigma : Concepts and Procedural Model
Kim, Kwang-Jae ; Yook, Jin-Bum ; Kim, Kwang-Soo ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 314~322
Despite its brilliant success, Six Sigma has suffered from two shortcomings, namely, the lack of a systematic method to identify the right projects in the "Define" stage and to sustain the improvement in the "Control" stage. The integration of Six Sigma and Business Process Management(BPM) seems to be a promising way to overcome the shortcomings of Six Sigma. This paper first reviews the existing efforts on this issue, and then proposes a framework for an effective integration of Six Sigma and BPM. The framework consists of five phases - DEFINE, EXECUTE, MONITOR, ANALYZE, and IMPROVE(DEMAI). A detailed description on the procedural model is also presented.
An Innovative Methodology Development of Combining SCM and 6 Sigma
Park, Hyungjin ; Kim, Hyoungtae ; Yoon, Junggee ; Yang, Hongmo ; Chung, Banghwan ; Kah, Chulsoon ; Park, Heungok ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 323~337
Samsung, recognized as a global leading company, has huge and complex supply chain structures and has been improving them continuously for its fast-growing global businesses. SCM 6 Sigma is the state-of-the-art methodology developed through a combination of SCM innovation concepts accumulated from SCM Business Group in Samsung SDS and 6 Sigma which has successfully settled down as the management innovation tool for many companies in Samsung. The ultimate goal of SCM 6 Sigma is to train and develop future supply chain leaders who are more capable of leading SCM innovations. By leveraging the established 6 Sigma Belt System, Samsung aims to alleviate a shortage of SCM talents that has been a bottleneck in improving SCM performances at its group companies. This explains why SCM 6 Sigma is created. SCM 6 Sigma is the unique and critical component for Samsung to implement its various strategies for continuous improvement of its operations at a higher level of effectiveness and systematically as well. In return on these efforts, many SCM innovation projects have been successfully executed through SCM 6 Sigma up to today. In this paper, we introduce the methodology and explain the business rationale behind it together with its deployment case.
Present and Future of Six Sigma : LG Electronics Case
Choi, Gyoung-Souk ; Lee, Jong Seol ; Yun, Won Young ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 338~346
In this paper, we analyze and review introduction, implementation, and revision phases in the six sigma movement in LG Electronics. In LG Electronics, 6 sigma activities have been activated not only at manufacturing divisions but also in transactional processes, business, product R&D, marketing, and software development. At present, six sigma is a tool to improve processes and also become the engine of the business innovation. In this paper, concepts and contents of an on-going LG innovation process called TDR(Tear Down & Redesign) are explained in detail. We also propose important aspects and give the future prospect for six sigma.
Six Sigma Implementation Methods for a Telecommunication Service Industry: A Case Study of KT
Bae, Shin-Gyu ; Hwang, Gee-Hyun ; Byun, Jai-Hyun ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 347~357
Six sigma activities in an information and communication technology company in Korea are introduced. Korea Telecom(KT) was a public company for a long time and became a private enterprise not long ago. Although this company adopted many innovation programs, they were not effective because of the company's characteristics : long-time government-owned and information service industry. This paper describes the reason why KT introduced six sigma, some implementation strategy, and key factors to successfully deploy it. This paper is expected to be helpful to public or service industry in which it is very difficult to implement innovation activities.
Elevating Quality in the Public Service through 6 Sigma : Experiences of Korean Intellectual Property Office
Jeong, Seon-Ung ; Shin, Sang-Kon ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 358~368
The significance of intellectual property in the knowledge-based society has been increasing and as a result, the patent customer's demand for a top quality patent administration service has increased as well. Therefore, Korean Intellectual Property Office(KIPO) adopted 6 sigma as a tool for KIPO's innovation to improve the quality of patent administration and enhance customer satisfaction. KIPO's steadfast promotion of 6 sigma resulted in many successful outcomes such as improvement of policy and service process from customer's point view, streamlining the administrative procedures, increased work efficiency, capability enhancement of core personnel, and so on. Since 6 sigma has proved itself to be equipped with features suitable for innovation in public sector, it can be used as an extensible innovation tool to meet the challenges in rapidly changing administration environment and to achieve a competitive edge.
On the Remaining Interarrival Time upon Reaching a Given Level in the GI/M/1/K Queue
Chae, Kyung C. ; Suh, Gai ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 369~372
Suppose that a customer arrives at the GI/M/1/K queueing system when there are customers in the system,
. Sooner or later, the number of customers in the system will reach . In this paper, we present the Laplace transform of the remaining interarrival time upon reaching level, for the first time, since a customer arrived when there are customers in the system.
Scheduling Methods for a Hybrid Flowshopwith Dynamic Order Arrival
Lee, Geun-Cheol ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 373~381
This paper considers a scheduling problem for a hybrid flowshop with dynamic order arrival. A hybrid flowshop is an extended form of a flowshop, which has serial stages like a flowshop but there can be more than one machine at each stage. In this paper, we propose a new method for the problem of scheduling with the objective of minimizing mean tardiness of orders which arrive at the shop dynamically. The proposed method is based on the list scheduling approach, however we use a more sophisticated method to prioritize lots unlike dispatching rule-based methods. To evaluate the performance of the proposed method, a simulation model of a hybrid flowshop-type production system is constructed. We implement well-known dispatching rules and the proposed methods in the simulation model. From a series of simulation tests, we show that the proposed methods perform better than other methods.
A Comparison Study on Retailer-managed and Vendor-managed Inventory Policies in the Retail Supply Chain
Hong, Sung-Chul ; Park, Yang-Byung ;
Journal of Korean Institute of Industrial Engineers, volume 32, issue 4, 2006, Pages 382~392
Vendor-managed inventory policy(VMIP) is a supply-chain initiative where the supplier is authorized to manage inventories of items at retail locations. In VMIP, the supplier monitors sales and stock information at retail locations and makes decisions of inventory replenishment and transportation simultaneously. VMIP has been known as an effective supply chain strategy that can realize many of benefits obtainable only in a fully integrated supply chain. However, VMIP does not always lead to lower the supply chain cost. It sometimes generates the total supply chain cost higher than the traditional retailer-managed inventory policy (RMIP). In this paper, we perform a comparison study on RMIP and VMIP in the retail supply chain which consists of a single supplier and a number of retailers. We formulate mixed integer programming models for both RMIP and VMIP with vehicle routing problems and perform computational experiments on various test problems. Furthermore, we derive the conditions which guarantee the dominant position for VMIP with respect to total supply chain cost in the simple retail supply chain.