저   자 |  조지현(삼성전자 경영혁신팀), 장중순(아주대학교 산업정보시스템공학부)
발표자 |  장중순
회   차 |  제12회 사이버학술대회
 
초록

In this research, first, the effect of Six Sigma activities and corporate performance will be checked based on case studies involving companies adopting Six Sigma and, secondly, the Six Sigma training effectiveness, Customer Satisfaction and Financial Performance, etc, will be evaluated to find out how related to Six Sigma Implementation. Finally, Six Sigma’s Implementation Categories will be analyzed.
The method used in this research was to select the research model and research hypothesis based on theoretical studies and the interesting aspects of the recent Six Sigma, along with case studies and research based on actual proof.
Case studies and research based on actual proof showed that among 11 companies analyzed, a total of 11 companies obtained good results, and KIs were found to be factors of their success.

Keywords : Implementation Categories, KIs, Customer Satisfaction

참고문헌

[1] Antony, J. & Leung, K.(2002), “Critical success factors of TQM implementation in Hong Kong industries“, International Journal of Quality & Reliability Management, Vol.19, No.5, pp.551-566
[2] Banuelas, R., Coronado & Antony, F.(2002), “Critical Success Factors for the Successful Implementation of Six Sigma projects in organizations“, The TQM Magazine, Vol.14, pp.92-99
[3] Byrne, G.(2003), “Ensuring Optimal Success with Six Sigma Implementations“, Journal of Organization Excellence, Spring, pp.43-50.
[4] Coronado, R.B. and Antony, F..(2002), “Critical Success Factors for the Successful Implementation of Six Sigma Projects in Organizations,“ The TQM Magazine, Vol.14, No.2, pp.92-99.
[5] Harry, M.J.(1996), “Six Sigma: a Breakthrough Strategy for Probability“, Quality Progress, May, pp.60-64..
[6] Hensley, R. L. & Dobie, K.(2005), “Assessing readiness for six sigma in a service setting“, Managing Service Quality, Vol.15, No.1, pp.82-101
[7] Moon, S. C & Kim, H. S.(2003), “An Exploratory Study on SW Project Quality and Organizational Performance by Process Maturity Certification“, Journal of the Korean Society for Quality Management, Vol.34, No.2, pp.387-396.
[8] Sweeney, M., Minarro-Viseras, E. & Baines, T.(2005), “Key success factors when implementing strategic manufacturing initiatives“, International Journal of Operations & Production Management, Vol.25, No.2, pp.151-179
[9] Shin, D. S & Ahn, Y. J.(2002) “An empirical study on the major factor of implementing Six Sigma successfully through Blackbelts“, Journal of Korean Society for Quality Management, Vol.31, No.4, pp.81-94.
[10] Suh, C. J.(2001), “An Exploratory study on the development of management Quality Model and Index for Korean Firms“, Journal of Business, Vol.13, pp.5-10.
[11] Yoo, H. J.(2000), “Comparative study on the characteristics of Malcolm Baldrige National Quality Award and Japanese Quality Award“, Journal of Korean Society for Quality Management, Vol.28, No.3, pp.82-90.
[12] Wessel, G. & Burcher, P.(2004), “Six Sigma for small and medium-sizes enterprises“, The TQM Magazine, Vol.16, No.4, pp.264-272
 

6시그마_추진과_경영성과C4_2.pdf

저   자 |  육진범, 김광재 (포항공과대학교 산업경영공학과)
발표자 |  육진범
회   차 |  제12회 사이버학술대회
 
초록

Despite its brilliant success, six sigma has suffered from two shortcomings, namely, the lack of a systematic method to identify right projects in the “Define“ stage and to sustain the improvement in the “Control“ stage. The integration of six sigma and 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 developing process-oriented metrics (POM) for an effective integration of sixsigma and BPM. This framwork consists of three phases - identification of the activities (phase I), evaluation of the attributes of the activities (phase II), and extraction of the metric candidates (phase III). The framework is demonstrated through a case study on a disposal process of idle facilities.

Keywords: POM, activity, attribute

참고문헌

[1] Breyfogle, F. (2004), Leveraging Business Process Management and Six Sigma in Process Improvement Initiatives, BPTrends, Oct.
[2] Cho, J. (2003), Understanding OLAP Technology, Journal of the Korea Information Science Society, 21(10), pp. 23~30.
[3] Chun, H. (2005), Process management and BPM, IT Business Journal.
[4] Digital Times (2005), Visualizing ’6 Sigma + BPM’’, Feb. 11.
[5] Digital Times (2005), ‘Dong-bu insurance, starting its process mapping’, Apr. 3.
[6] Forster, M. (2005), A Marriage Made in Heaven: Combining Six Sigma with Process Management to Reach Unprecedented Levels of Business Performance, BPTrends, Sep.
[7] Gartner (2005), Business Process Management: Preparing for the Process-managed Organization, Gartner Research Report.
[8] Garimella, K. (2005), Will BPM Deep Six Six-Sigma, BPTrends, Nov.
[9] Government briefing (2006), The Implementation Plan for Mutual Cooperation among Large- and Small-sized Companies.
[10] Harry, M., Schroeder, R., and Lurie, J. (2000), Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, Random House.
[11] HP Korea (2006), Connection strategy of 6 sigma and BPM for business excellence, Hewlett-Packard Development Company.
[12] Hwang, H. (2005), Methodology for BPM-based 6 sigma, KMAC Six Sigma.
[13] Kaplan, R. and Norton, D. (1996), The Balanced Scorecard: Translating Strategy into Action, HBS Press.
[14] Kim, K. (2005), Selection and management of quality metrics, SERI 6 Sigma Issue Report, 3.
[15] Kim, K., Yook, J. and Kim, K. (2006), BPM-based 6 Sigma: Concept and Procedural Steps, Working paper.
[16] Kim, Y. (2005), Innovation through establishing metrics for management quality, Presentation of the Korea Total Management Conference.
[17] Lee, C. (2004), Pleasant change, It’s up to project quality, I Love Six Sigma, POSCO, pp. 10~11.
[18] Lee, W. (2006), Building a 6 sigma BPM model and the results, The 6 Sigma Innovation Academy.
[19] Posconews (2006), ‘Launching BPM mega Y’, Jul. 6.
[20] Peterka, P. (2006), Connections: Business Process Management and Six Sigma, SixSigma.us.
[21] Redinius, D. (2004), The Convergence of Six Sigma and Process Management, BPTrends, Dec.
[22] SERI (2004), Designing of disposal process of idle facilities, 6 sigma project.
[23] Smith, H. and Fingar, P. (2005), Business Process Management: The Third Wave, SigmaInsight.
[24] Solingen, R. and Gerghout, E. (1999), The Goal/Question/Metric Method: a practical guide for quality improvement of software development, Mcgraw-Hill, London.
[25] Yoon, B. (2006), Business process modeling and simulation, iGrafx Casestudy

6시그마와_BPM의_연계를_위한_프로세스..B05-4_@.pdf